Applying Mixed Methods Sequential Explanatory Design to Innovation Management

  • Warit Wipulanusat
  • Kriengsak PanuwatwanichEmail author
  • Rodney A. Stewart
  • Jirapon Sunkpho
Conference paper
Part of the Lecture Notes in Mechanical Engineering book series (LNME)


This article discusses a procedure of mixed methods sequential explanatory design used to conduct sequential QUAN → QUAL mixed methods study. The methodological procedures are explained using a mixed methods study of innovation in the Australian Public Service (APS). The sequential explanatory design incorporated quantitative and qualitative approaches in two consecutive phases within one study. The quantitative method (i.e. questionnaire survey) was conducted in the first stage, followed by the qualitative approach using thematic analysis. The questionnaire survey data to be complemented by an archival analysis approach under a two-phase analysis. The archival analysis provided fresh context to understand the innovation process in the APS. The findings from both phases of the study were then examined and combined to draw the conclusions. This study made several contributions to the body of knowledge related to research methodology by not only adopting a quantitative-dominant mixed method approach, but also by employing integrated methods used for a deeper understanding of the impact of socio-psychological constructs on workplace innovation and career satisfaction.


Innovation Mixed methods research Sequential design 


  1. Australian Public Service Commission (2014) State of the service employee census 2014. Australian Public Service Commission, CanberraGoogle Scholar
  2. Australian Public Service Commission (2014) State of the service report: state of the service series 2013–2014. Australian Public Service Commission, CanberraGoogle Scholar
  3. Berg B (2001) Qualitative research methods for the social sciences. Allyn & Bacon, BostonGoogle Scholar
  4. Bowen GA (2009) Document analysis as a qualitative research method. Qual Res J 9(2):27–40CrossRefGoogle Scholar
  5. Breg BL (1989) Qualitative research methods for the social sciences. Allyn & Bacon, BostonGoogle Scholar
  6. Bryman A, Bell E (2015) Business research methods. Oxford University Press, OxfordGoogle Scholar
  7. Cavana RY, Delahaye BL, Sekaran U (2001) Applied business research: qualitative and quantitative methods. Wiley, Milton, AustraliaGoogle Scholar
  8. Creswell JW (2013) Research design: qualitative, quantitative, and mixed methods approaches, 4th edn. Sage, Los AngelesGoogle Scholar
  9. Hadfield L (2010) Balancing on the edge of the archive: the researcher’s role in collecting and preparing data to deposit. Timescapes working paper series 2010(2), pp 60–74Google Scholar
  10. Hair JF, Black WC, Babin BJ, Anderson RE (2010) Multivariate data analysis: a global perspective, 7th edn. Prentice Hall, New JerseyGoogle Scholar
  11. Ivankova NV, Creswell JW, Stick SL (2006) Using mixed-methods sequential explanatory design: from theory to practice. Field Methods 18(1):3–20CrossRefGoogle Scholar
  12. Kline RB (2015) Principles and practice of structural equation modeling. Guilford Publications, New YorkzbMATHGoogle Scholar
  13. May T (2001) Social research. Open University Press, BuckinghamGoogle Scholar
  14. Myers MD (1994) A disaster for everyone to see: an interpretive analysis of a failed is project. Account Manag Inf Technol 4(4):185–201Google Scholar
  15. Parker LD (2004) ‘Presenting’ the past: perspectives on time for accounting and management history. Account Bus Financ Hist 14(1):1–27CrossRefGoogle Scholar
  16. Pollach I (2012) Taming textual data: the contribution of corpus linguistics to computer-aided text analysis. Organ Res Methods 15(2):263–287CrossRefGoogle Scholar
  17. Remenyi D (2002) Research strategies—beyond the differences. Electron J Bus Res Methods 1(1):38–41Google Scholar
  18. Sekaran U, Bougie R (2011) Research method for business: a skill building approach. Routledge, Taylor & FrancisGoogle Scholar
  19. Teddlie C, Tashakkori A (2009) Foundations of mixed methods research: integrating quantitative and qualitative approaches in the social and behavioral sciences. Sage, Los AngelesGoogle Scholar
  20. Wipulanusat W, Panuwatwanich K, Stewart RA (2017a) Exploring leadership styles for innovation: an exploratory factor analysis. Eng Manag Prod Serv 9(1):7–17Google Scholar
  21. Wipulanusat W, Panuwatwanich K, Stewart RA (2017b) Workplace innovation: exploratory and confirmatory factor analysis for construct validation. Manag Prod Eng Rev 8(2):57–68Google Scholar
  22. Wipulanusat W, Panuwatwanich K, Stewart RA (2018) Pathways to workplace innovation and career satisfaction in the public service: the role of leadership and culture. Int J Organ Anal 26(5):890–914CrossRefGoogle Scholar
  23. Wipulanusat W, Panuwatwanich K, Stewart RA, Sunkpho J (2019) Drivers and barriers to innovation in the Australian public service: a qualitative thematic analysis. Eng Manag Prod Serv 11(1):7–22Google Scholar
  24. Yin RK (2013) Case study research: design and methods. Sage, Beverly HillsGoogle Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2020

Authors and Affiliations

  • Warit Wipulanusat
    • 1
  • Kriengsak Panuwatwanich
    • 2
    Email author
  • Rodney A. Stewart
    • 3
  • Jirapon Sunkpho
    • 4
  1. 1.School of Engineering and TechnologyWalailak UniversityNakhon Si ThammaratThailand
  2. 2.School of Civil Engineering and Technology, Sirindhorn International Institute of TechnologyThammasat UniversityPathum ThaniThailand
  3. 3.School of Engineering and Built EnvironmentGriffith UniversityGold CoastAustralia
  4. 4.College of InnovationThammasat UniversityBangkokThailand

Personalised recommendations