6/27/14	
  
1	
  
Does media content analysis
create knowledge?
John P. Girard, Ph.D.
Minot State University
GLOBE
ò  GLO...
6/27/14	
  
2	
  
GLOBE
ò  Multi-cultural team of 170
scholars from around the world
worked together to survey
17,000 man...
6/27/14	
  
3	
  
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Singapore
China
Japan
USA
UK
Autonomous Humane-Oriented Particip...
6/27/14	
  
4	
  
The humane style stresses compassion and generosity; and it is patient,
supportive, and concerned with t...
6/27/14	
  
5	
  
The self-protective (and group-protective) style emphasizes procedural, status-
conscious, and 'face-sav...
6/27/14	
  
6	
  
The charismatic/value-based stresses high standards, decisiveness, and
innovation; seeks to inspire peop...
6/27/14	
  
7	
  
Semester at Sea – Spring 2013
106 Days
16 Cities
12 Countries
Global Comparative Leadership
Is there a d...
6/27/14	
  
8	
  
Media Content Analysis
Code
Scheme
Sampling
Coder
Training
Code
Analyse
Common tool in social sciences
P...
6/27/14	
  
9	
  
Virtual Newspapers
Newspapers
Daily
Yomiuri
China
Daily
Straits
Times
The
Times
USA
Today
6/27/14	
  
10	
  
Analyzed 215 Examples
USA	
   China	
   Japan	
   Singapore	
   UK	
  
Charisma>c	
   16	
   3	
   10	
...
6/27/14	
  
11	
  
Comparing Multiple Independent Samples
Sample size Sum of Ranks
USA 6 142.5
China 6 50.
Japan 6 133.
Si...
6/27/14	
  
12	
  
Limitations
ò Snapshot in time
ò Limited time to collect data
ò Intra-coder Reliability
Does media c...
6/27/14	
  
13	
  
References
ò  Chhokar, J.S., Brodbeck, F.C., and House, R.J. (Eds.). (2007). Culture and Leadership Ac...
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Does media content analysis create knowledge?

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John Girard's presentation "Does media content analysis create knowledge?" at International Institute's for Applied Knowledge Management conference held on the campus of the The American University in Bulgaria, Blagoevgrad, Bulgaria

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Does media content analysis create knowledge?

  1. 1. 6/27/14   1   Does media content analysis create knowledge? John P. Girard, Ph.D. Minot State University GLOBE ò  GLOBE: Global Leadership and Organizational Behavior Effectiveness ò  Project extends and integrates previous analyses of cultural attributes and variables ò  Evaluates nine different cultural attributes using middle managers from 951 organizations in 62 countries
  2. 2. 6/27/14   2   GLOBE ò  Multi-cultural team of 170 scholars from around the world worked together to survey 17,000 managers in 3 industries: financial services, food processing, and telecommunications ò  Covered every major geographic region of the world www.grovewell.com/GLOBE. GLOBE Leadership Dimensions
  3. 3. 6/27/14   3   0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Autonomous Humane-Oriented Participative Self-Protective Team-Oriented Charismatic/Value-based GLOBE Phase 2 Aggregated Societal Level Data for Leadership Scales: May 17, 2004 http://business.nmsu.edu/programs-centers/globe/instruments/ The autonomous style is characterized by an independent, individualistic, and self-centric approach to leadership. 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Autonomous
  4. 4. 6/27/14   4   The humane style stresses compassion and generosity; and it is patient, supportive, and concerned with the well-being of others. 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Humane Oriented The participative style encourages input from others in decision-making and implementation; and emphasizes delegation and equality. 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Participative
  5. 5. 6/27/14   5   The self-protective (and group-protective) style emphasizes procedural, status- conscious, and 'face-saving' behaviors; and focuses on the safety and security of the individual and the group 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 Singapore China Japan USA UK Self-Protective The team-oriented style instills pride, loyalty, and collaboration among organizational members; and highly values team cohesiveness and a common purpose or goals. 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Team-oriented
  6. 6. 6/27/14   6   The charismatic/value-based stresses high standards, decisiveness, and innovation; seeks to inspire people around a vision; creates a passion among them to perform; and does so by firmly holding on to core values. 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Singapore China Japan USA UK Charismatic / Value-based Semester at Sea – Spring 2013 627 Students 75 Faculty & Staff 50 Family Members 50 Life Long Leaners
  7. 7. 6/27/14   7   Semester at Sea – Spring 2013 106 Days 16 Cities 12 Countries Global Comparative Leadership Is there a difference between the leadership styles of leaders in one country compared to another?
  8. 8. 6/27/14   8   Media Content Analysis Code Scheme Sampling Coder Training Code Analyse Common tool in social sciences Physical Newspapers
  9. 9. 6/27/14   9   Virtual Newspapers Newspapers Daily Yomiuri China Daily Straits Times The Times USA Today
  10. 10. 6/27/14   10   Analyzed 215 Examples USA   China   Japan   Singapore   UK   Charisma>c   16   3   10   4   7   Team-­‐oriented   11   9   16   8   8   Par>cipa>ve   9   3   6   2   3   Humane   8   1   20   5   3   Autonomous   8   3   5   2   7   Self-­‐protec>ve   14   3   9   4   8   Visual Check 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Charismatic Team-oriented Participative Humane Autonomous Self-protective USA China Japan Singapore UK
  11. 11. 6/27/14   11   Comparing Multiple Independent Samples Sample size Sum of Ranks USA 6 142.5 China 6 50. Japan 6 133. Singapore 6 57.5 UK 6 82. Kruskal-Wallis ANOVA H 15.65699 N 30 Degrees Of Freedom 4 p-level 0.00352 H (corrected) 15.88313 Median Test Overall Median 7. Chi-square 12.66667 p-level 0.01302 Summary ò Is there a difference between the leadership styles of leaders in one country compared to another? ò Future: ò  Post hoc analysis ò  Compare to previous GLOBE ò  Compare to computer coding Perhaps
  12. 12. 6/27/14   12   Limitations ò Snapshot in time ò Limited time to collect data ò Intra-coder Reliability Does media content analysis create knowledge? Huge potential as a tool … if used wisely.
  13. 13. 6/27/14   13   References ò  Chhokar, J.S., Brodbeck, F.C., and House, R.J. (Eds.). (2007). Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies, Psychology Press. ò  Franzosi, R. (2010). Quantitative narrative analysis. Thousand Oaks, Calif: SAGE.  ò  Gannon, M. J., & Pillai, R. (2010). Understanding global cultures: Metaphorical journeys through 29 nations, clusters of nations, continents, and diversity. Thousand Oaks, Calif: SAGE.  ò  Girard, J., Brizzi, G., Drake, D., Graham, M., Kosmider, C., & Lloyd, R (2014). Does Leadership Style Differ by Country? A Media Context Analysis, Academy of Business Research Journal, Vol II, p. 13-19. ò  Holstein, J. A., & Gubrium, J. F. (2012). Varieties of narrative analysis. Los Angeles: Sage.  ò  House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., and Gupta V. (Eds.) (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage: Thousand Oaks, CA. ò  Krippendorff, K. (2004). Content analysis: An introduction to its methodology. Thousand Oaks, Calif: Sage.  ò  Krippendorff, K., & Bock, M. A. (2009). The content analysis reader. Thousand Oaks, Calif: Sage Publications.    ò  Neuendorf, K. A. (2002). The content analysis guidebook. Thousand Oaks, Calif: Sage Publications.  ò  Weber, R. P. (1990). Basic content analysis. Newbury Park, Calif: Sage Publications. 

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