Download Full Version ebookmass - Visit ebookmass.

com

(eBook PDF) Business Research Methods 5th Edition

by Alan Bryman

https://ebookmass.com/product/ebook-pdf-business-research-
methods-5th-edition-by-alan-bryman/

OR CLICK HERE

DOWLOAD NOW

Discover More Ebook - Explore Now at ebookmass.com

 Instant digital products (PDF, ePub, MOBI) ready for you
Download now and discover formats that fit your needs...

Business Research Methods, 5th Edition Bell

https://ebookmass.com/product/business-research-methods-5th-edition-
bell/

ebookmass.com

Developmental Research Methods 5th Edition, (Ebook PDF)

https://ebookmass.com/product/developmental-research-methods-5th-
edition-ebook-pdf/

ebookmass.com

Survey Research Methods (Applied Social Research Methods

Book 1) 5th Edition, (Ebook PDF)

https://ebookmass.com/product/survey-research-methods-applied-social-
research-methods-book-1-5th-edition-ebook-pdf/

ebookmass.com

American Civil War For Dummies 2nd Edition Keith D.

Dickson

https://ebookmass.com/product/american-civil-war-for-dummies-2nd-
edition-keith-d-dickson/

ebookmass.com
The Shards Bret Easton Ellis

https://ebookmass.com/product/the-shards-bret-easton-ellis/

ebookmass.com

The Perks of Loving a Viscount (The Strongs of Shadowcrest

Book 2) Alexa Aston

https://ebookmass.com/product/the-perks-of-loving-a-viscount-the-
strongs-of-shadowcrest-book-2-alexa-aston/

ebookmass.com

Future Propulsion Systems and Energy Sources in

Sustainable Aviation Farokhi

https://ebookmass.com/product/future-propulsion-systems-and-energy-
sources-in-sustainable-aviation-farokhi/

ebookmass.com

Fight for the Final Frontier: Irregular Warfare in Space

John Jordan Klein

https://ebookmass.com/product/fight-for-the-final-frontier-irregular-
warfare-in-space-john-jordan-klein/

ebookmass.com

Governance and Societal Adaptation in Fragile States 1st

ed. Edition John Idriss Lahai

https://ebookmass.com/product/governance-and-societal-adaptation-in-
fragile-states-1st-ed-edition-john-idriss-lahai/

ebookmass.com
Kortney Keisel Kollection king , queen , princess , prince
, complex , compared , all 6 books Kortney Keisel

https://ebookmass.com/product/kortney-keisel-kollection-king-queen-
princess-prince-complex-compared-all-6-books-kortney-keisel/

ebookmass.com
DETAILED CONTENTS

..
Abbreviations XXVII
...
About the authors XXVIII

About the students and supervisors XXX

..
Guided tour of textbook features XXXII

Guided tour of the online resources XXXIV

About the book XXXVI

Acknowledgements xlii
Ed itorial Advisory Panel xl iii

PAR ONE THE RESEARCH PROCESS 1

Chapter 1 The nature and process of business research 3

Introduction 4
What is 'business research'? 4
Why do business research? 4
Busi ness research methods in context 5
Relevance to practice 6
The process of business research 8
Literature review 8
Concepts and theories 8
Research questions 9
Sampling 11
Data collection 11
Data ana lysis 12
Writing up 12
The messiness of business research 13
Key points 15
Quest ions for review 15

Chapter 2 Business research strategies 17

Introduction : the natu re of business research 18
Theory and research 19
What is theory? 19
Deductive and inductive logics of inquiry 20
Phi losophica l assumpt ions in business research 25
Ontologica I considerat ions 26
Objectivism 26
Constructionism 27
Epistemological considerat ions 29
A natural science epistemology: positivism 30
Interpretivism 30
Research paradigms 34
Detailed contents

Developing a research strategy: quantitative or qualitative? 35

Other cons iderations 37
Values 37
Practicalities 39
Key points 42
Questions for review 42

Chapter 3 Research designs 44

Introduction 45
Quality criteria in business research 46
Reliability 46
Replicabi lity 46
Val idity 46
Research designs 48
Experimental design 48
Cross-sectional design 58
Longitudina l design 61
Case study design 63
Comparative design 68
Level of analysis 71
Bringing research strategy and research design together 72
Key points 73
Questions for review 73

Chapter 4 Planning a research project and developing

research questions 75
Introduction 76
Getting to know what is expected of yo u by your uni versity 76
Thinking about yo ur research area 76
Using your supervisor 77
Managing time and resources 79
Developing suitable research questions 80
Criteria for eva luating research questions 85
Wri ting your research proposal 86
Checklist 87
Key points 88
Questions for review 88

Chapter 5 Getting started: reviewing the literature 89

Introduction 90
Reviewing the Iiterature and engaging with what others
have written 91
Read ing critica lly 92
Systematic review 92
Narrative review 97
Searching databases 98
Onl ine databases 98
Keywords and defining search parameters 100
Making progress 102
Referencing 103
The role of the bibliography 104
 Detailed contents

Avoid ing plagiarism 105

Checklist 107
Key points 107
Questions for review 108

Chapter 6 Ethics in business research 109

Introduction 110
The importance of research eth ics 11 2
Eth ica I pri nci pies 114
Avoidance of harm 114
Informed consent 118
Privacy 123
Preventing deception 123
Other ethical and legal co nsiderations 124
Data management 124
Copyright 125
Reciprocity and trust 126
Affiliation and conflicts of interest 127
Visual methods and research eth ics 129
Eth ica I considerations in on Ii ne research 130
The politica l context of business research 132
Checklist 135
Key points 135
Questions for review 136

Chapter 7 Writing up business research 137

Introduction 138
Writ ing academicall y 138
Writ ing up yo ur researc h 140
Start early 141
Be persuasive 141
Get feed back 142
Avoid discrim inatory language 142
Structure your writing 143
Writ ing up quantitative and qualitative research 147
An example of quant itative research 147
Introduction 148
Role congruity theory 148
Goals of the present study 148
Methods 149
Resu lts 149
Discussion 149
Lessons 150
An example of qualitative research 152
Introduction 152
Loving to labour: identity in business schools 153
Methodology 153
Research findings 153
Discussion 153
Summary and conclusion 154
Lessons 155
Detailed contents

Reflexivity and its i m pi ications for writi ng 156

Writi ng differently 156
Checklist 157
Key points 158
Questions for review 159

TWO QUANTITATIVE RESEARCH 161

Chapter 8 The nature of quantitative research 163

Introduction 164
The main steps in quantitative research 164
Concepts and their measurement 167
What is a concept? 167
Why measure? 168
Indicators 168
Dimensions of concepts 169
Reliability of measures 172
Stability 172
Internal re liability 173
Inter-rater rel iabil ity 173
Val idity of measures 174
Face validity 174
Concurrent validity 174
Pred ictive validity 174
Convergent validity 175
Discrim inant validity 175
The connection between reliability and val idity 175
The main preoccupations of quantitative researchers 175
Measurement 176
Causa lity 177
Generalization 177
Replication 178
The critiq ue of quantitative research 180
Criticisms of quantitative research 181
Is it always like thi s? 182
Reverse operationism 182
Reliability and validity testing 182
Sa mpling 183
Key points 183
Questions for review 184

Chapter 9 Sampling in quantitative research 185

Introduction 186
Introduction to sampling 187
Sampling error 189
Types of probabi Iity sample 191
Simple random sample 191
Systematic sample 191
Stratified random sampling 192
 Detailed contents

Mu lti-stage cluster sampling 192

The qualities of a probability sample 193
Sample size 195
Absolute and relative sample size 195
Time and cost 196
Non-response 196
Heterogeneity of the population 197
Types of non-probability sampling 197
Convenience sampling 197
Quota sampling 198
Limits to generalization 201
Error in survey research 202
Sampling issues for online surveys 202
Key points 204
Questions for review 205

Chapter 10 Structured interviewing 207

Introduction 208
The structured interview 208
Reducing error due to interviewer variability 208
Accuracy and ease of data process ing 210
Other types of interview 210
Interview contexts 212
More than one interviewee 212
More than one interviewer 212
In person or by telephone? 212
Computer-assisted interviewing 214
Conducting interviews 215
Know the schedule 215
Introducing the research 215
Rapport 216
Asking questions 216
Recording answers 217
Clear instructions 217
Question order 217
Probing 219
Prompting 220
Leaving the interview 221
Training and supervision 221
Other approaches to structured interviewing 222
The critica l incident method 222
Projective methods, pictorial methods, and photo-elicitation 223
The verbal protocol approach 226
Problems with structured interviewing 226
Characteristics of interviewers 226
Response sets 227
The problem of meaning 228
Key points 229
Questions for review 229
Detailed contents

Chapter 11 Self-completion questionnaires 231

Introduction 232
Different kinds of se lf-completion questionnaires 232
Eva luating the self-completion questionnaire in relation to
the structured interview 232
Advantages of the self-completion questionnaire over the
structured interview 233
Disadvantages of the self-completion questionnaire in
comparison to the structured interview 234
Steps to improve response rates to postal and online
questionnaires 235
Designing the self-completion questionnaire 237
Do not era m p the presentation 23 7
Clear presentation 237
Vertical or horizontal closed answers? 238
Identifying response sets in a Likert sca le 239
Clear instructions about how to respond 239
Keep question and answers together 240
Email and online surveys 240
Email surveys 240
Web- based surveys 241
Comparing modes of survey administration 242
Diaries as a form of sel f-completion questionnaire 245
Advantages and disadvantages of the diary as a method
of data col lection 24 7
Experience and event sampl ing 248
Keypoints 251
Questions for review 251

Chapter 12 Asking questions 252

Introduction 253
Open or closed questions? 253
Open questions 253
Closed questions 254
Types of question 256
Rules for designing questions 258
General rules of thumb 258
Specific rules when designing questions 258
Vignette questions 263
Piloting and pre-testing questions 265
Using existing questions 265
Checklist 268
Key points 269
Questions for review 270

Chapter 13 Quantitative research using naturally occurring data 272

Introduction 273
Structured observation 273
The observation schedule 275
Strategies for observing behaviour 275
 Detailed contents

Sam piing for structured observation 276

Sampling people 276
Sampling in terms of time 276
Further sampling considerations 276
Issues of reliability and validity 278
Rel iabil ity 278
Validity 278
Criticisms of structured observation 279
On the other hand ... 280
Content analysis 280
What are the research questions? 281
Selecting a sample for content analysis 282
Sampling media 282
Sampling dates 282
What is to be counted? 283
Significant actors 283
Words 283
Subjects and themes 284
Dispositions 284
Images 284
Coding in content analysis 285
Coding schedule 286
Coding manual 286
Potential pitfal ls in devising coding schemes 288
Advantages of content analysis 290
Disadvantages of content analysis 290
Key points 291
Questions for review 292

Chapter 14 Secondary analysis and official statistics 294

Introduction 295
Other researchers' data 295
Advantages of secondary analysis 296
Limitations of secondary analysis 301
Accessing data archives 302
Archival proxies and meta-analysis 304
Official statistics 306
Rel iabil ity and va lidity 308
Official statistics as a form of unobtrusive measure 308
Key points 308
Questions for review 309

Chapter 15 Quantitative data analysis 310

Introduction 311
A small research project 311
Missing data 313
Types of variab le 316
Univa riate analysis 318
Frequency tables 318
Diagrams 319
Detailed contents

Measures of central tendency 320

Measures of dispersion 320
Bivariate analysis 32 1
Relationships, not causality 32 1
Contingency tables 322
Pearson's r 323
Spearman's rho 324
Phi and Cramer's V 325
Comparing means and eta 325
Multivariate ana lys is 326
Cou ld the relationsh ip be spurious? 326
Cou ld there be an intervening variable? 326
Cou ld a th ird variable moderate the re lationship? 326
Stat istical sign ificance 327
The chi-square test 328
Correlation and statistica l significance 330
Comparing means and statistical significance 330
Key points 33 1
Quest ions for review 33 1

Chapter 16 Using IBM SPSS statistics 333

Introduction 334
Gett ing started in SPSS 335
Beginning SPSS 335
Entering data in the Data Viewer 335
Defining variables: variable names, missing va lues,
variable labels, and value labels 337
Recoding variables 338
Computing a new variab le 340
Data analysis with SPSS 341
Generating a frequency table 341
Generating a bar chart 342
Generating a pie chart 342
Generating a histogram 343
Generating the arithmetic mean, median,
standard deviation, range, and boxplots 343
Generating a contingency table, chi-square,
and Cramer's V 343
Generating Pearson's rand Spearman's rho 344
Generating scatter diagrams 345
Comparing means and eta 346
Generating a contingency table with
three variables 346
Furt her operat ions in SPSS 347
Saving your data 347
Retrieving your data 35 1
Printing output 35 1
Key points 35 1
Quest ions for review 352
 Detailed contents

PART THREE QUALITATIVE RESEARCH 353

Chapter 17 The nature of qualitative research 355

Introduction 356
The main steps in qualitative research 357
Theory and research 360
Concepts in qualitative research 361
Reliability and va lid ity in qualitative research 362
Adapting re liabi lity and va lid ity for qualitative research 362
Alternative criteria for eva Iuati ng qua Iitative research 363
Overview of the issue of criteria 365
The main preoccupations of qualitative researchers 366
Seeing th rough the eyes of people being stud ied 366
Description and emphasis on context 367
Emphasis on process 368
Flexibility and limited structure 369
Concepts and theory grounded in data 369
Not just words 369
The critique of qualitative research 374
Qual itative research is too subjective 374
Qual itative research is difficult to rep licate 374
Problems of generalization 374
Lack of transparency 375
Is it always like this? 376
Contrasts between quantitative and qualitative research 376
Similarities between quantitative and qualitative research 378
Researcher- participant relationships 379
Action research 379
Feminism and qualitative research 381
Postcolonia l and ind igenous research 384
Key points 385
Questions for review 386

Chapter 18 Sampling in qualitative research 388

Introduction 389
Levels of sampling 390
Purposive sam piing 391
Theoretical sampling 391
Generic purposive sampling 394
Snowball sampl ing 395
Sample size 397
Not just people 399
Using more than one sam piing approach 400
Key points 401
Questions for review 401

Chapter 19 Ethnography and participant observation 403

Introduction 404
Organizational ethnography 405
Detailed contents

Access 407
Overt versus covert? 410
Ongoing access 411
Key informants 413
Roles for ethnographers 413
Active or passive? 414
Shadowing 415
Field notes 416
Types of field notes 417
Bringing ethnographic fieldwork to an end 418
Feminist ethnography 419
Global and multi-site ethnography 420
Virtual ethnography 421
Visual ethnography 425
Writing ethnography 426
Realist tales 426
Other approaches 428
Key points 431
Questions for review 431

Chapter 20 Interviewing in qualitative research 433

Introduction 434
Differences between the structured interview and the
qualitative interview 435
Asking questions in the qualitative interview 436
Preparing an interview guide 439
Kinds of questions 441
Using an interview guide: an example 443
Recording and transcription 445
Non-face-to-face interviews 450
Telephone interviewing 451
Online interviews 451
Interviews using Skype 452
Life history and oral history interviews 454
Feminist interviewing 455
Merits and limitations of qualitative interviewing 457
Advantages of qualitative interviews 457
Disadvantages of qual itative interviews 458
Checklist 459
Key points 460
Questions for review 460

Chapter 21 Focus groups 462

Introduction 463
Uses of focus groups 464
Conducting focus groups 465
Recording and transcription 465
How many groups? 466
Size of groups 468
Level of moderator involvement 468
Selecting participants 470
 Detailed contents

Asking questions 470

Beginning and finishing 471
Group interaction in focus group sessions 472
Online focus groups 473
The focus group as an emancipatory method 476
Limitations of focus groups 478
Checklist 479
Key points 480
Questions for review 480

Chapter 22 Language in qualitative research 482

Introd uction 483
Discourse analysis 483
Ma in featu res of discourse ana lysis 484
Interpretive repertoires and detailed procedures 486
Critica l discourse analysis 488
Narrative analysis 489
Rhetorical analysis 491
Conversation analysis 493
Overview 496
Key points 497
Questions for review 497

Chapter 23 Documents as sources of data 499

Introd uction 500
Persona l documents 500
Publ ic documents 503
Organ izationa I documents 504
Media outputs 506
Visual documents 507
Documents as 'texts' 510
Interpret ing documents 511
Qual itative content analysis 511
Semiotics 512
Historica l analysis 512
Checklist 514
Key points 515
Questions for review 515

Chapter 24 Qualitative data analysis 517

Introd uction 518
Thematic analysis 519
Grounded theory 521
Tools of grounded theory 521
Outcomes of grounded theory 522
Memos 524
Criticisms of grounded theory 525
More on coding 530
Steps and considerations in coding 531
Turning data into fragments 531
The critique of cod ing 533
Detailed contents

Secondary ana lys is of qua Iitative data 534

Key points 537
Questions for review 537

Chapter 25 Computer-assisted qualitative data analysis: using NVivo 538

Introduction 539
Is CAQDAS Iike quantitative data analysis software? 539
No industry leader 539
Limited acceptance of CAQDAS 539
Learning NVivo 541
Coding 542
Search ing data 550
Memos 552
Saving an NVivo project 553
Opening an existing NVivo project 553
Final thoughts 553
Key points 553
Questions for review 553

PART FOUR MIXED METHODS RESEARCH 555

Chapter 26 Breaking down the quantitative/qualitative divide 557

Introduction 558
The natural science model and qualitative research 558
Quantitative research and i nterpretivism 560
Quantitative research and constructionism 561
Epistemologica l and ontological considerat ions 561
Problems with the quantitative/qualitative contrast 562
Behaviour versus meaning 562
Theory tested in research versus theory emergent from data 562
Numbers versus words 562
Artificial versus natural 563
Reciprocal analysis 564
Qua Iitative ana lysis of quantitative data 564
Quantitative analysis of qualitative data 565
Quantification in qualitative research 565
Thematic analysis 565
Quasi-quantification in qualitative research 566
Combating anecdota lism through limited quantification 566
Key points 566
Questions for review 567

Chapter 27 Mixed methods research: combining quantitative

and qualitative research 568
Introduction 569
The arguments against mixed methods research 569
The embedded methods argument 569
The paradigm argument 570
Two versions of the debate about quantitative and
qualitative research 570
 Detailed contents

The rise of mixed methods research 571

Classifying mixed methods research in terms of priority
and sequence 571
Different types of mixed methods design 573
Approaches to mixed methods research 574
The logic of triangulation 574
Qual itative research faci litates quantitative research 576
Quantitative research faci litates qualitative research 576
Fi lling in the gaps 576
Static and processual features 578
Research issues and participants' perspectives 579
The problem of generality 579
Interpreting the relationsh ip between variables 579
Studying different aspects of a phenomenon 581
Solving a puzzle 583
Quality issues in mixed methods research 585
Key points 586
Questions for review 586

Glossary 589
References 599
Name index 623
Subject index 629
LEARNING FEATURES

1.1 Key concept What is evidence-based management? 7

1.2 Key concept What are research questions? 9
1.3 Research in focus A research question about gender bias
in attitudes towards leaders 10
1.4 Thinking deeply What is big data? 13
2.1 Key concept What is empiricism? 20
2.2 Research in focus A deductive study 22
2.3 Research in focus An inductive study 23
2.4 Key concept What is abductive reasoning? 24
2.5 Key concept What is the philosophy of social science? 25
2.6 Key concept What is objectivism? 26
2.7 Key concept What is constructionism? 27
2.8 Key concept What is postmodernism? 28
2.9 Research in focus Constructionism in action 28
2.10 Key concept What is positivism? 30
2.11 Key concept What is empirical realism? 31
2.12 Key concept What is interpretivism? 31
2.13 Research in focus lnterpretivism in practice 33
2.14 Key concept What is a paradigm? 34
2.15 Research in focus Mixed methods research- an example 36
2.16 Thinking deeply Factors that influence methods choice in
organizational research 38
2.17 Research in focus Influence of an author's biography on research values 39
3.1 Key concept What is a research design? 45
3.2 Key concept What is a research method? 45
3.3 Key concept What is a variable? 47
3.4 Research in focus An example of a field experiment to
investigate obesity discrimination in job applicant selection 49
3.5 Research in focus Establishing the direction of causality 53
3.6 Research in focus A laboratory experiment on voting on CEO pay 54
3.7 Research in focus The Hawthorne effect 55
3.8 Research in focus A quasi-experiment 56
3.9 Key concept What is evaluation research? 57
3.10 Research in focus An evaluation study of role redesign 57
3.11 Key concept What is a cross-sectional research design? 59
 Learning features

3.12 Key concept What is survey research? 59

3.13 Research in focus An example of survey research: the Study of
Australian Leadership (SAL) 60
3.14 Research in focus A representative sample? 62
3.15 Thinking deeply The case study in business research 64
3.16 Research in focus A longitudinal case study of ICI 65
3.17 Research in focus A longitudinal panel study of older workers' pay 68
3.18 Key concept What is cross-cultural and international research? 69
3.19 Research in focus A comparative analysis panel study of female employment 71
4.1 Thinking deeply Marx's sources of research questions 81
£1..2 Research in focus Developing research questions 84
5.1 Key concept What is an academic journal? 90
5.2 Thinking deeply Composing a literature review in qualitative research articles 93
5.3 Key concept What is a systematic review? 94
5.4 Research in focus A narrative review of narrative research 97
6.1 Key concept Stances on ethics 111
6.2 Research in focus A covert study of unofficial rewards 112
6.3 Research in focus Two infamous studies of obedience to authority 112
6.4 Thinking deeply Harm to non-participants? 114
6.5 Thinking deeply The assumption of anonymity 117
6.6 Research in focus An example of an ethical dilemma in fieldwork 124
.6.7 Research in focus Ethical issues in a study involving friends as respondents 127
6.8 Thinking deeply A funding controversy in a university business school 128
.6.9 Research in focus Invasion of privacy in visual research 129
6.10 Research in focus Chatroom users' responses to being studied 131
7.1 Key concept What is rhetoric? 138
7.2 Thinking deeply How to write academically 139
7.3 Thinking deeply An empiricist repertoire? 151
7.4 Key concept What is a rhetorical strategy in quantitative research? 151
7.5 Thinking deeply Using verbatim quotations from interviews 154
8.1 Research in focus Selecting research sites and sampling respondents:
the Quality of Work and Life in Changing Europe project 166
8.2 Key concept What is an indicator? 169
-8.3 Research in focus A multiple-indicator measure of a concept 170
8.4 Research in focus Specifying dimensions of a concept: the case of
job characteristics 171
8.5 Key concept What is reliability? 172
8.6 Key concept What is Cronbach's alpha? 173
8.7 Key concept What is validity? 174
8.8 Research in focus Assessing the internal reliability and the concurrent
and predictive validity of a measure of organizational climate 176
Learning features

8.9 Research in focus Testing validity through replication: the case of burnout 179
8.10 Key concept What is factor analysis? 183
9.1 Key concept Basic terms and concepts in sampling 188
9.2 Research in focus A cluster sample survey of Australian workplaces
and employees 193
9.3 Key concept What is a response rate? 197
9.4 Research in focus Convenience sampling in a study of discrimination in hiring 199
10.1 Key concept What is a structured interview? 209
10.2 Key concept Major types of interview 211
10.3 Research in focus A telephone survey of dignity at work 213
10.4 Research in focus A question sequence 219
10.5 Research in focus An example of the critical incident method 223
10.6 Research in focus Using projective methods in consumer research 224
10.7 Research in focus Using pictorial exercises in a study of business
school identity 225
10.8 Key concept What is photo-elicitation? 225
10.9 Research in focus Using photo-elicitation to study tourist behaviour 225
10.10 Research in focus A study using the verbal protocol method 226
10.11 Research in focus A study of the effects of social desirability bias 228
11.1 Research in focus Combining the use of structured interviews with
self-completion questionnaires 233
11.2 Research in focus Administering a survey in China 235
11.3 Key concept What is a research diary? 246
11.4 Research in focus A diary study of managers and their jobs 247
11.5 Research in focus A diary study of text messaging 248
11.6 Research in focus A diary study of emotional labour in a call centre 249
11.7 Research in focus Using diaries to study a sensitive topic: work-related gossip 249
12.1 Research in focus Coding a very open question 254
12.2 Research in focus Using vignette questions in a tracking study
of ethical behaviour 264
12.3 Research in focus Using scales developed by other researchers in a study
of high performance work systems 266
13.1 Key concept What is structured observation? 274
13.2 Research in focus Mintzberg's categories of basic activities involved
in managerial work 274
13.3 Research in focus Structured observation with a sample of one 277
13.4 Key concept What is Cohen's kappa? 278
13.5 Key concept What is content analysis? 281
13.6 Research in focus A content analysis of courage and managerial
decision-making 283
13.7 Research in focus A computer-aided content analysis of microlending
to entrepreneurs 284
 Learning features

13.8 Research in focus Issues of inter-coder reliability in a study of text messaging 289
13.9 Research in focus A content analysis of Swedish job advertisements
1960- 2010 291
14.1 Key concept What is secondary analysis? 295
14.2 Research in focus Exploring corporate reputation in three
Scandinavian countries 296
14.3 Research in focus Combining primary and secondary data in a single study
of the implications of marriage structure for men's attitudes to women in
the workplace 297
14.4 Research in focus Cross-national comparison of work orientations:
an example of a secondary dataset 299
14.5 Research in focus Workplace gender diversity and union density:
an example of secondary analysis using the WERS data 299
14.6 Research in focus Age and work-related health: methodological issues
involved in secondary analysis using the Labour Force Survey 300
14.7 Research in focus The use of archival proxies in the field of
strategic management 304
14.8 Key concept What is meta-analysis? 305
14.9 Research in focus A meta-analysis of research on corporate social
responsibility and performance in East Asia 305
14.10 Key concept What is the ecological fallacy? 306
14.11 Key concept What are unobtrusive measures? 307
15.1 Key concept What is a test of statistical significance? 328
15.2 Key concept What is the level of statistical significance? 329
17.1 Thinking deeply Research questions in qualitative research 359
17.2 Research in focus The emergence of a concept in qualitative research:
'emotional labour' 361
17.3 Key concept What is respondent validation? 363
17.4 Key concept What is triangulation? 364
17.5 Research in focus Seeing practice-based learning from the perspective
of train dispatchers 367
17.6 Research in focus Studying process and change in the Carlsberg group 368
17.7 Research in focus An example of dialogical visual research 370
17.8 Research in focus An example of practice visual research 372
17.9 Thinking deeply A quantitative review of qualitative research
in management and business 375
17.10 Research in focus Using visual methods in participatory
action research study of a Ghanaian cocoa value chain 380
17.11 Thinking deeply Feminist research in business 383
17.12 Research in focus A feminist analysis of embodied identity at work 384
17.13 Research in focus Indigenous ways of understanding leadership 385
18.1 Key concept What is purposive sampling? 389
18.2 Key concept Some purposive sampling approaches 390
Learning features

18.3 Key concept What is theoretical sampling? 392

18.4 Key concept What is theoretical saturation? 394
18.5 Research in focus An example of theoretical sampling 394
18.6 Research in focus A snowball sample 396
18.7 Thinking deeply Saturation and sample size 399
19.1 Key concept Differences and similarities between ethnography
and participant observation 404
19.2 Research in focus An example of an organizational ethnography
lasting nine years 405
19.3 Research in focus Finding a working role in the organization 408
19.4 Research in focus A complete participant? 410
19.5 Research in focus An example of the difficulties of covert observation:
the case of field notes in the lavatory 411
19.6 Key concept What is 'going native'? 414
19.7 Research in focus Using field note extracts in data analysis and writing 417
19.8 Research in focus An ethnography of work from a woman's perspective 419
19.9 Research in focus 'Not one of the guys': ethnography
in a male-dominated setting 420
19.10 Research in focus A multi -site ethnography of diversity management 421
19.11 Research in focus Netnography 422
19.12 Research in focus Using blogs in a study of word-of-mouth marketing 423
19.13 Research in focus Ethical issues in a virtual ethnography
of change in the NHS 424
19.14 Key concept What is visual ethnography? 425
19.15 Key concept Three forms of ethnographic writing 426
19.16 Research in focus Realism in organizational ethnography 427
19.17 Key concept What is the linguistic turn? 429
19.18 Key concept What is auto-ethnography? 429
19.19 Research in focus Identity and ethnographic writing 430
20.1 Research in focus An example of unstructured interviewing 437
20.2 Research in focus Flexibility in semi-structured interviewing 437
20.3 Research in focus Using photographs as prompts in a study
of consumer behaviour 439
20.4 Research in focus Part of the transcript of a semi-structured interview 444
20.5 Research in focus Getting it recorded and transcribed: an illustration
of two problems 446
20.6 Research in focus Constructionism in a life history study
of occupational careers 455
21.1 Key concept What is the focus group method? 463
21.2 Research in focus Using focus groups to study
trade union representation of disabled employees 467
21.3 Research in focus Moderator involvement in a focus group discussion 469
 Learning features

-21.4 Research in focus Using focus groups in a study of female entrepreneurs 4 72

21.5 Research in focus An asynchronous focus group study 4 73
-21.6 Research in focus An example of the focus group
as an emancipatory method 477
21.7 Research in focus Group conformity and the focus group method 479
22.1 Key concept What is discourse analysis? 484
22.2 Research in focus The application of mind and body discourses
to older workers 484
22.3 Research in focus Interpretative repertoires in the identification
of role models by MBA students 485
22.4 Key concept What are organizational narratives? 490
-22.5 Research in focus An example of narratives in a hospital 491
22.6 Research in focus The rhetorical construction of charismatic
leadership 492
22.7 Key concept What is conversation analysis? 493
-22.8 Research in focus A study of hospital teamwork using
ethnomethodology and conversation analysis 495
23.1 Research in focus A study of online diaries written
by white-collar workers 501
23.2 Research in focus Using autobiographical sources to study
high-profile women leaders 503
23.3 Research in focus Two studies using public documents to analyse
a policing disaster 504
~3.4 Research in focus An analysis of public documents
in leadership research 506
23.5 Thinking deeply Three ways of using photographs as documents 508
23.6 Research in focus Analysing photographs in a study
of brand identity in a UK bank 508
23.7 Research in focus A semiotic analysis of a funeral business 513
23.8 Thinking deeply Three arguments for historical analysis
in studying organizations 513
-23.9 Research in focus A genealogical historical analysis
of management thought 514
24.1 Key concept What is a theme? 519
24.2 Key concept What is grounded theory? 521
24.3 Key concept Coding in grounded theory 523
~4.4 Research in focus Categories in grounded theory 523
24.5 Research in focus A grounded theory approach in a study
of a corporate spin-off 526
24.6 Key concept What is first- and second-order analysis? 528
-24.7 Research in focus A memo 528
24.8 Key concept What is meta-ethnography? 535
-24.9 Research in focus A meta-ethnography of research on the experiences
of people with common mental disorders when they return to work 536
Learning features

25.1 Key concept What is a node? 543

26.1 Research in focus A critical realist study of innovation in Australia 560
26.2 Research in focus The construction of meaning from numerical data 564
27.1 Key concept What is mixed method research? 569
27.2 Research in focus Using qualitative data to inform
quantitative measurement 577
27.3 Research in focus Using quantitative research to facilitate
qualitative research 577
27.4 Research in focus Using quantitative data about time use to fill
in the gaps in a qualitative study 578
27.5 Research in focus A mixed methods case study 580
27.6 Research in focus Expanding on quantitative findings with
qualitative research in a study of leadership 582
27.7 Research in focus Combining netnography and an online survey
in a study of a virtual community of consumers 583
27.8 Research in focus Using mixed methods research to solve a puzzle:
the case of displayed emotions in convenience stores 584
ABBREVIATIONS

AoiR Association of Internet Researchers IT information technology

AOM Academy of Management JDS Job Diagnostic Survey
ASHE Annual Survey of Hours and Earnings LFS Labour Force Survey
BHPS British Household Panel Study LGI Looking Glass Inc.
BRES Business Register and Employment Survey LPC least-preferred co-worker
BSA British Social Attitudes; British Sociological MBA Master of Business Administration
Association MORI Market & Opinion Research International
CAP I computer-assisted personal interviewing MPS Motivating Potential Score
CAQDAS computer-assisted qualitative data analysis MRS Market Research Society
software NASA National Air and Space Administration (USA)
CAT I computer-assisted telephone interviewing NHS National Health Service
CEO chief executive officer NOS National Organizations Survey (USA)
CMD common mental disorder ocs Organizational Culture Scale
CSR corporate social responsibility OD organizational development
cv curriculum vitae OECD Organization for Economic Cooperation and
CWP Changing Workforce Programme Development
ECA ethnographic content analysis ONS Office for National Statistics
ESRC Economic and Social Research Council R&D research and development
EWCS European Working Conditions Survey RTW return to work
FTSE Financial Times Stock Exchange (London) SIC Standard Industrial Classification
GDPR General Data Protection Regulations SME small or medium-sized enterprise
(European Union) SSCI Social Sciences Citation Index
GMID General Market Information Database SRA Social Research Association
GSS General Social Survey (USA) TOM total design method
HISS hospital information support system TQM total quality management
HP Hewlett Packard UKDA UK Data Archive
HR human resources VOL vertical dyadic linkage
HRM human resource management WERS Workplace Employment Relations Survey
ICI Imperial Chemical Industries (previously Workplace Employee Relations
ISP internet service provider Survey)
ISSP International Social Survey Programme WOMM word-of-mouth marketing
ABOUT THE AUTHORS

Emma Bell is Professor of Organisation Studies at the He contributed articles to a range of academic jour-
Open University, UK. She completed her PhD at Man- nals, including Journal of Management Studies, Human
chester Metropolitan University in 2000 based on an Relations, International Journal of Social Research Meth-
ethnographic study of payment systems and time in odology, Leadership Quarterly, and American Behavioral
the chemical industry. Prior to this, Emma worked as a Scientist. He was a member of the ESRC's Research
graduate trainee in the UK National Health Service. Her Grants Board and conducted research into effective lead-
research is informed by curiosity about the ways in which ership in higher education, a project funded by the Lead-
people in organizations collectively construct meaning in ership Foundation for Higher Education.
the context of work and organizations. Recently, she has Alan published widely in the field of social research.
been involved in projects related to visual organizational Among his writings were Quantitative Data Analy-
analysis, understanding craft work, and power and poli- sis with SPSS 17, 18 and 19: A Guide for Social Scien-
tics in the production of management knowledge. tists (Routledge, 2011), with Duncan Cramer; Social
Emma's research has been published in British Jour- Research Methods (Oxford University Press, 2008); The
nal of Management, Academy of Management Learning SAGE Encyclopedia of Social Science Research Methods
and Education, and Organization. She has an enduring (Sage, 2004), with Michael Lewis-Beck and Tim Fut-
interest in methods and methodological issues and has ing Liao; The Disneyization of Society (Sage, 2004);
published articles, chapters, and books related to this Handbook of Data Analysis (Sage, 2004), with Melissa
including, A Very Short, Fairly Interesting and Reasonably Hardy; Understanding Research for Social Policy and
Cheap Book about Management Research (Sage, 2013), Practice (Policy Press, 2004), with Saul Becker; and
co-authored with Richard Thorpe, and Sage Major Works the SAGE Handbook of Organizational Research Meth-
in Qualitative Research in Business and Management ods, with David Buchanan (Sage, 2009). He edited the
(2015), co-edited with Hugh Willmott. Emma served as Understanding Social Research series for the Open Uni-
a co-chair of the Critical Management Studies Division versity Press.
of the Academy of Management; at the time of writing
she is joint vice-chair of research and publications for the Bill Harley is Professor of Management in the Department
British Academy of Management and joint editor-in-chief of Management and Marketing at the University of Mel-
of Management Learning. bourne. Bill was awarded a PhD in political science from
the University of Queensland in 1995, for a dissertation
Alan Bryman was Professor of Organizational and Social on the impact of changes in industrial relations legisla-
Research at the University of Leicester from 2005 to tion on labour flexibility at the workplace level. Prior to
2017. Prior to this he was Professor of Social Research at undertaking his PhD, Bill was a graduate trainee with
Loughborough University for 31 years. the Australian government and subsequently worked for
His main research interests were in leadership, espe- some years in policy roles in Canberra. He has served as a
cially in higher education, research methods (particu- consultant to numerous national and international orga-
larly mixed methods research), and the 'Disneyization' nizations, including the OECD and the ILO.
and 'McDonaldization' of modern society. In 2003-4 he Bill's academic research has been motivated by an
completed a project on the issue of how quantitative and abiding interest in the centrality of work to human life.
qualitative research are combined in the social sciences, Informed by labour process theory, his primary focus has
as part of the Research Methods Programme of the Eco- been on issues of power and control in the workplace.
nomic and Social Research Council (ESRC). Much of his published work has focused on the ways in
 About the authors

which managerial policy and practice shape employees' Relations, and Work Employment and Society. Bill was
experience of work. Bill has also published a number of previously general editor of Journal ofManagement Stud-
papers on research methodology. His work has been pub- ies and at the time of writing is on the editorial board of
lished in journals including the British Journal of Indus- the same journal and that of Academy of Management
trial Relations, Journal of Management Studies, Industrial Learning and Education and Human Relations.
ABOUT THE STUDENTS
AND SUPERVISORS

For this edition of the book we have fully updated the Stu- students and young people. Her fieldwork concentrated
dent experience feature, in which undergraduate and on the activities of a UK government-funded institute
postgraduate students share their experiences of doing responsible for promoting enterprise. Lucie's qualita-
business research. In addition to the three UK-based tive research strategy combined participant observation,
undergraduates and one postgraduate student who were unstructured and semi-structured interviews, and docu-
interviewed for the second edition of this book, we have mentary data collection. When we spoke to Lucie again
interviewed another UK-based student and four business in 2017, she had become a Director of Banham Security,
degree students in Australia about their experiences of the largest supplier of burglary and fire prevention sys-
doing a business research project. For those students tems in London.
who completed their degrees in 2004/ 5, we provide an
update below on their careers to date. As we believe their Jordan Brown completed an honours degree in Commerce
experience demonstrates, the skills involved in doing at Monash University Australia in 2017 after doing a
business research are highly transferable into a range of double degree in Arts and Business, also at Monash. Her
business careers and we are delighted to include details dissertation focus in her honours year was on authen-
of how they have progressed since doing their university tic self-expression at work. Jordan adopted a quantita-
degrees. We are extremely grateful to all these individu- tive research strategy and her data collection method
als for their willingness be interviewed and we hope that involved a correlational field study survey. She is plan-
sharing what they have learned from this process with ning to begin a PhD focusing on the aesthetics of art in
the readers of this book will enable others to benefit from organizing resistance within political conflict.
their experience. Videos of the student interviews are
among the online resources that accompany this book. Tom Easterling first spoke to us in 2005, having just com-
pleted an MSc in Occupational Psychology at Birkbeck
Amrit Bains completed a degree in Business Management College, University of London, UK. He had been studying
with a year in industry at the University of Birmingham, part-time over two years, combining this with a full-time
UK, in 2017. Amrit's research question focused on under- job as an NHS manager in London. Tom's dissertation
standing the causes and consequences of mental health research project focused on wellbeing in the workplace,
problems at work. His dissertation project involved focusing on telephone call centre workers. His research
reviewing existing research on this topic, in the form of a involved a qualitative case study of a public-sector call
systematic literature review (as described in Chapter 5). centre, where he interviewed people at different hierar-
This method did not require him to collect original quan- chical levels of the organization. Tom is currently director
titative or qualitative data himself, but instead relied of the chair and chief executive's office for NHS England
on his analysis of existing material. Amrit's dissertation and works in London.
project highlights the importance of understanding the
methods used by researchers, so that you can evaluate Anna Hartman completed a Master's of Commerce in Mar-
the quality of the claims that are made. keting at the University of Melbourne, Australia, in 2017.
Her interest in marketing ethics led her to focus her
Lucie Ban ham completed an MA in Organization Studies research project on women who become commercial egg
in 2005 at the University of Warwick, UK, where she had donors and how these services are marketed to prospec-
previously studied psychology as an undergraduate. Her tive consumers. Anna's research strategy was qualitative
dissertation project focused on how governments seek to in nature; she conducted semi-structured interviews
foster the development of enterprising behaviour among via Skype with women who had been commercial egg
 About the students and supervisors

donors. She is now enrolled at Melbourne as a doctoral the logistics company Gist as a part of their HR graduate
student and is focusing on the market system dynamics programme. She was promoted to HR manager before
of commercial egg donation, using discourse analysis taking a career break and travelling to Australia, where
and phenomenology. she is an HR adviser at Lizard Island Resort.

Ed Hyatt, before studying for a PhD, worked in a variety Chris Phillips did his undergraduate degree in Commerce
of industries, both public and private. His most extensive at the University of Birmingham, UK, in 2004. His third-
experience was as a public procurement manager and year dissertation investigated the career progression of
contracts officer for several US government agencies and women employees in a global bank where he had done
universities. When we spoke to him in 2017, Ed Hyatt was an internship in his second year. His research questions
completing a PhD at the University of Melbourne, Austra- focused on understanding how and why women employ-
lia, in the field of human resource management, recruit- ees progress hierarchically within the bank, including
ment, and selection. His focus was on organizational factors and barriers that affect their career progression.
policies that promote a more fulfilling work experience His questions were informed by the concept of the 'glass
for both individuals and organizations, looking specifi- ceiling' which explores why women experience unequal
cally at whether structured job interviews can enable treatment that hinders career progression in organiza-
better person-organization fit. His quantitative research tions. His research strategy was qualitative and involved
strategy involved conducting online panel experiments semi-structured interviews. Chris works in London as a
among hiring managers, using scales to measure their marketing controller in Sky VIP, Sky's customer loyalty
behavioural responses. programme.

Karen Moore completed a Bachelor's degree in Business Alex Pucar did a dual Bachelor of Business degree major-
Administration and Management at Lancaster Univer- ing in Marketing, Management, and Economics at Monash
sity, UK, in 2005. Her final-year research project came University, Australia. As part of this, he completed an
about as the result of her third-year company placement, honours dissertation in 2017. He is now employed in
when she worked in a human resources (HR) depart- marketing. Alex's research focused on understanding
ment. Karen became interested in the concept of person- how and why companies that start online make the deci-
organizational culture fit. She carried out an audit of sion to open physical stores-which is referred to as the
the organizational culture in the company and explored 'clicks to bricks' strategy in retailing. His interest was on
whether the recruitment and selection process operated the impact of this strategy on the growth and progres-
to ensure person-organization fit. Her mixed methods sion of small and medium enterprises. Alex's research
research design involved a questionnaire and semi-struc- strategy was qualitative and involved semi-structured
tured interviewing. Following her degree, Karen joined interviewing.
GUIDED TOUR OF TEXTBOOK
FEATURES

Chapter outline
CHAPTER OUTLINE
Each chapter opens with a guide that provides a route
This chapter introduces some funda mental considerations in conducting business re5
map through the chapter material and summarizes the outlining what we mean by busi ness research and the reasons why we conduct it. The

goals of each chapter, so that you know what you can three main areas:

• Business research methods in context. Th is introduces issues such as the role oft
expect to learn as you move through the text. ethical considerations; debates about relevance versus rigour; and how pol itical cc
business research .

Key concept boxes

The world of research methods has its own language. 1.1 KEY CONCEPT

To help you build your research vocabulary, key terms What is evidence-based manageme
and ideas have been defined in Key concept boxes that Evidence-based management is 'the systematic use of the best available "''"n"
practice' (Reay et al. 2009). The approach is proposed as a way of overcomin
are designed to advance your understanding of the field et al. 20 16), which seeks to address the problem whereby, according to <::f'\m,,•
insufficiently relevant to practice. The concept developed during the 1990s to
and help you to apply your new learning to new research
lied in other fields such as education Petticrew and
situations.

Research in focus boxes

It is often said that the three most important features to 1.3 RESEARCH IN FOCUS
look for when buying a house are location, location, loca- A research question about gender bi
tion. A parallel for the teaching of research methods is towards leaders
examples, examples, examples! Research in focus boxes The research question posed in the title of the article by Elsesser and Lever
female leaders persist?' They begin by reviewing the literature, which sugg:estsl
are designed to provide a sense of place for the theories female leaders still persist. However, they question whether prior resea rch
and concepts being discussed in the chapter text, by pro-
viding real examples of published research.

Student experience boxes

The student experience boxes provide personal insights STUDENT EXPERIENCE
from a range of individuals; they are based on interviews The influence of personal values on
with real research students, business school supervisors, Many students are influenced in their choice of research subject by their o
This can be positive, because it helps to ensure that they remain interested
and lecturers from business schools around the UK. In the project. Amrit explained that his decision to foc us on the topic of mental
this way we hope to represent both sides of the super- was

vision relationship, including the problems faced by stu-

dents and how they are helped to overcome them and
the advice that supervisors can provide. These boxes will
help you to anticipate and resolve research challenges as
you move through your dissertation or project.
 Guided tour of textbook features

Tips and skills boxes

TIPS AND SKILLS
Tips and skills boxes provide guidance and advice on
Making a Gantt chart for your resea
key aspects of the research process. They will help you
One way to keep track of your research project is by using a Gantt chart. The
to avoid common research mistakes and equip you with the total time span of the project divided into units such as weeks or months.
the necessary skills to become a successful business involved in the project. An example is provided in Figure 4.1. Shaded squares
of time you expect to spend on each task. The filled-in squares may overlap,
researcher in your life beyond your degree.

Thinking deeply boxes

4.1 THINKING DEEPLY
Business research methods can sometimes be complex: Marx's sources of research question
to raise your awareness of these complexities, thinking
Marx (1997) suggests the following possible sources of research questions:
deeply boxes feature further explanation of discussions
• Intellectual puzzles and contradictions.
and debates that have taken place between research- • The existing literature.
ers. These boxes are designed to take you beyond the
introductory level and encourage you to think in greater
depth about current research issues.

Checklists CHECKLIST
Many chapters include checklists of issues to be con- Questions to ask yourself when reviewing th
........................... ......................................... ... .... .... ..... ... .............................
sidered when undertaking specific research activities
(such as writing a literature review or conducting a focus O Is your list of references up to date? Does it include the most recen

group), to remind you of key questions and concerns and 0 What literature searching have you done recently?

to help you progress your research project. 0 What have you read recently? Have you found time to read?

Key points
KEY POINTS
At the end of each chapter there is a short bulleted sum- ................................................................................................................... ,

mary of crucial themes and arguments explored in that • • Quantitative research can be characterized as a linear series of ste
conc lusions, but t he process described in Figure 8. 1 is an ideal ty
chapter. These are intended to alert you to issues that are
departures.
especially important and to reinforce the areas that you • The measurement process in quant itative research entai ls the sear
have covered to date. • Establishing the reliability and validity of measures is important to

Questions for review

Review questions have been included at the end of every
QUESTIONS FOR REVIEW
..................................................................................................................
chapter to test your grasp of the key concepts and ideas • • Why are et hical issues important in t he cond uct of business resea
being developed in the text, and help you to reflect
• Outline the different stances on ethics in social research.
on your learning in preparation for coursework and • How helpf ul are stud ies such as those conducted by Milgram, Han
assessment. understanding the operation of et hica l princ iples in business rese
GUIDED TOUR OF THE
ONLINE RESOURCES
www.oup.com/uk/brmSe/

For students
Research guide •
Chapter 5 Research Product Guide
This interactive research guide takes you step by step
through each of the key research phases, ensuring that
Bell, Bryman, • Harley: Research Project Guo de
•••
Start t.hlnkl nv about your ......rcto early
A._

................._
..................

you do not overlook any research step and providing

-- te. ... . . .,. ,. _,.,.
L .............. ~
t.,.. .................
_.......... :..•'"---·--"-'
~.,. •~tttt ~ tOoWt..,.. 't'OU....,. ~..,
1. ...,. ............. .,.. ..,. • .., ....-.r.on .,............_
..... _...._....
-...... - ...
,_
guidance and advice on every aspect of business research. ........... ..,. .,_._..,...~....,to.,.,..

Mit llfWIIl ~ ~,..,..,. ........,....••, . . .

eoouc....,.,. u.re .. .., -.ca tNC ~ ...

.,....,,..
yW
WNt...,
.. ttWitr'll'f It I'Q • ,.,., w•~,....... m .....,._ • ~ fll ,.... ...,. •<NtiOtt ftll
· --~---·--"' ..-
......... """"' ""tlfN ........ ~ """""*.""' ..... 01 ~~<1ft,......,.
The guide features checklists, web links, research activi-
ties, case studies, examples, and templates and is conve- ' -
'..............,..........
... .........
..._
'
etflallllet et. ~ ...... IU9I:
Te ... wlHe dtllt of.-~ ....... Mol.tt hewtfw\t ........... H 11Mb' ........-d\, dkll ......

niently cross-referenced back to the book.

Interviews with research students

Learn from the real research experiences of students who
have recently completed their own research projects!
Download video-recorded interviews with undergradu-
ate and postgraduate students from business schools
in the UK and Australia, and hear them describe the
research processes they went through and the problems
they resolved as they moved through each research phase.

Multiple-choice questions Chapter 3 Multiple choice questions

Research des1gns

Tags Self.test questions I Chapctr 03

The best way to reinforce your understanding of research
methods is through frequent and cumulative revision. What is a research design?
A way of conductong research !halos not grOlllded nlheory.
To support you in this, a bank of self-marking multiple- The choice between USI'l!l qualitative or quantitatNe methods

choice questions is provided for each chapter of the text, The style Ill whoch you Pfesenl ~ research findtngs, e.g. a graph
A framewoo1t for f!!Ver'/ stage of the collection and analysis of data

and they include instant feedback on your answers to help

strengthen your knowledge of key research concepts.
Chapter 13 Web lmKs
Web links QuanlolatiVe research usong naturally occurnng dala structured obseova11on and content analysos

Tags Web hnks I Chapler 13

A series of annotated web links organized by chapter Research ethics when conducti ng observations:

As woth any type of rose arch method otos omperalm 10 consider research ethocs Thos os a useful guode for thonkrng about
your own and your panrcopant's ufety
are provided to point you in the direction of important http /lwww ethocsguodebook ac ukl0bseMlion·103

articles, reviews, models, and research guides. These will British Med ia Online:

Tho m.apnly of tho maon UK MWSpapers (and many IM!rseas publicalloos) are available in elecuonoc format ellher tlvough
help keep you informed of the latest issues and develop- lhetr own Mbs~os Of can bo found thrwgh 8nl$h Medta ontm

ments in business research.

A B C 0 E F G H J K L

Guide to using Excel in data analysis 1

2
3 The chart Pfoduced rn Sheel1 has been reproduced below.
4 k can now be resaed moved or c
5 . -- - - - - - -- - - - - - - - - - - . , charttypewihease
This interactive workbook takes you through step-by-step 6
7 Daily AM and PM Arriv als
Movlnv a Chan
To move~. stmply lett clock anywhere o
8 lett hand mouse button Then drag to t
from the very first stages of using Excel to more advanced 9 Resizing a Chan
10 1~g + - - - - - - - - - , o . , . . . - - - - - : l To rescze ~.lett clrck on the any corner

topics such as charting, regression, and inference, giving 11 120 +-------1-~----:l Then drag left, nght up, or down
12 !!llOO +---------,1--~----::---:l Changing the Chan type
13 -~ 80 +-~----1----,-~~...:.._--:l Finally rochangethecharttype, RIGH
guidance and practical examples. +-==~=========~~~ r-----, and then choose Chong~ Ch.1rt •;pr> fr
14
15 <:: 60
40 +- Now choose colo nn followed by opl on
Exploring the Variety of Random
Documents with Different Content
probably have taken the most extreme measures against him. But
three weeks had gone by, his anger had had time to cool, and he
could realize the danger of attempting to seize and deport a marshal
whose army was double the size of his own and Suchet’s combined,
and who had a powerful faction to support him among his own
generals. Joseph hoped that a mandate for Soult’s recall and
disgrace would soon be on its way from Russia, and meanwhile
curbed his temper, ignored the Marshal’s recent charges of
treachery, and contented himself with treating him with coldness, and
overruling many of his proposals, on the mere formal ground of
discipline. He was the commander-in-chief, and could accept or
reject the suggestions of a subordinate as he pleased. Soult was no
longer three hundred miles away, as he had been in June, and
orders given by a superior on the spot could be enforced, unless the
Marshal were prepared to break out into open insubordination.
There was no difference of opinion as to the necessity for
marching on Madrid. But wrangling arose as to the amount of troops
that would be needed for the operation. Soult said that every
possible man would be required, and wished to march with the entire
Army of the South on San Clemente and Ocaña, while he suggested
that the King, with the Army of the Centre and a large detachment
taken from Suchet, should move by Requeña and Cuenca. Suchet
protested in the most vigorous fashion against being stripped of any
of his divisions, and maintained that it was rather necessary that he
should be lent 5,000 men from the Armies of the Centre of the
South. The King and Jourdan refused to consider the latter
proposition, but agreed that Suchet would require all his own troops,
and that none should be taken from him. Yet approving of the double
movement on Madrid, they declared that the Army of the Centre was
too small to operate by itself, and that Soult should make over to it
Barrois’s division and a brigade of light cavalry, to bring it up to the
necessary strength. Soult protested loudly: the Emperor had
entrusted the army of the South to him; he was responsible for it; it
was one and indivisible, and so forth[115].
Joseph then put the matter to him in the form of a simple order to
set these troops on a certain route on a certain day. The Marshal did
not dare to disobey, but stated that he regarded them as still
belonging to his army, and should continue to expect reports from
their commanders. This left him with a force of five infantry and three
cavalry divisions, disencumbered of his sick, and of 2,000 old,
weakly, or time-expired men, who marched to Valencia to join the
next convoy that Suchet should send to France. Their total (omitting
Barrois and the cavalry taken off by Joseph) made up 30,000
infantry, 6,000 horse, and with engineers, artillery, train, &c., just
40,000 men. The Army of the Centre on October 15th showed
(including Palombini, the King’s Guard and the Spaniards) about
15,000 present under arms, to which must be added Barrois and the
two cavalry regiments that accompanied him[116], making 6,000 men
between them. Thus the total force with which Joseph and Soult
marched on Madrid was over 60,000 men[117].
The object of dividing the advancing army into two columns was
not merely to make it more easy for the troops to find food in a
desolate country, but much more to carry out a strategical plan. If the
whole army had moved by the high road through La Mancha, it
would have had no power to communicate with the Army of Portugal.
The King’s idea was that the northern column, which marched by
Cuenca, and which he himself accompanied, would ultimately get
into touch with Souham, who had been directed—by dispatches
which reached him too late or not at all—to follow Wellington in such
a way that he would be able to outflank him on the Upper Douro, and
open up communications by the route of Aranda, the Somosierra
Pass, and Guadalajara, with the main French Army. But Souham,
when he commenced his advance against Wellington on October
18th, had no order from the King later than a letter of October 1st,
written before Soult had arrived in the kingdom of Valencia. He
received no more dispatches while engaged in his pursuit of
Wellington, and was unaware of Joseph’s later plans, so that when
he reached Valladolid he made no endeavour to feel to his left,
towards Aranda, but rather extended himself to his right, in the
direction of Tordesillas and Toro, a movement which took him entirely
away from the direction in which the King hoped to find him. They did
not get into touch, or combine their operations in any way, till
November had arrived. At the same time the advance of a large
body of troops by the route of Cuenca turned out most profitable in
the end to the French strategy, for it was precisely this flanking
column, of great but unknown strength, which compelled Hill to
abandon his intention of defending the lines of the Tagus or the
Tajuna. However he might place himself opposite Soult’s army
coming from the South, he had this threatening force beyond his
eastern flank, turning his positions by roads too remote for him to
guard.
King Joseph had proposed to commence his march upon Madrid
at the earliest possible moment—at the interview with the three
marshals at Fuente la Higuera he had named the 9th October as the
date for starting. But Soult declared, after a few days, that this was
impossible, owing to the necessity for collecting the convoys that
Suchet was sending him, replenishing his ammunition, and bringing
up his rearmost troops. The division of Conroux had picked up the
yellow fever, by plundering out of its route, during the march through
Murcia. It had been left in quarantine, some days behind the rest of
the army, and would take time to come up. It is probable that Soult
was not really wasting time of set purpose; but the King was certainly
under the impression that he was doing so, and their
correspondence was most acrimonious[118]. Special offence was
given by Joseph’s withdrawing Drouet from the Army of the South,
and entrusting him with the command of that of the Centre. But when
Soult murmured at this and other things, the King sent him a laconic
letter of ten lines, telling him that if he refused to obey orders he had
better resign his command and go to Paris, where he would have to
give account for all his doings. The Marshal, as on previous
occasions when the question of his resignation had been pressed
home[119], avoided this simple solution of the problem, and yielded a
grudging obedience in the end.
Soult’s army was at this time cantoned with its right wing about
Almanza, Yecla, and Fuente la Higuera, and its left wing—now about
to become its advanced guard—in and around the large town of
Albacete. A detachment from this wing had been for the last ten days
attacking the isolated rock-fortress of Chinchilla, the only inland
stronghold which was held by the Spaniards in the kingdom of
Murcia. It was a Gothic donjon on an inaccessible cliff, only
formidable because of its position, and manned by a trifling garrison.
It might have held out indefinitely, having a resolute governor, a
certain Colonel Cearra. But on October 9th, in a frightful
thunderstorm, lightning struck the donjon, killed 15 soldiers,
wounded many more, set the place on fire, and disabled the
governor[120]. The garrison capitulated in sheer dismay, and the use
by the French of the high road between Albacete and Almanza was
no longer incommoded by the existence of this petty fortress.
King Joseph with the Army of the Centre marched out from
Valencia on October 17th, and had his head-quarters at Requeña on
the road to Cuenca on the 19th. On the 23rd he reached that ancient
and much dilapidated city, and found it already in the hands of
Drouet, who had arrived there on the 20th with Barrois’s division and
the cavalry brigade of Avy from the Army of the South: he had
expelled from it Bassecourt’s 3,000 Murcian troops. Soult had
started on the 15th from Albacete, and had sent off Drouet’s
detachment from San Clemente to Cuenca, while he himself
marched by Belmonte on Tarancon and Santa Cruz de la Zarza,
which he reached on October 25th. He had not got into real touch
with the enemy till, on the last-named day, the cavalry on the right of
his advance came into contact with Freire’s Murcian horse in front of
Tarancon, and those on his left ran into the vedettes of Long’s British
dragoons in front of Ocaña. During the time of his advance these
troops had been retiring in front of him, from Consuegra, Toboso,
Almonacid, Belmonte, and other places in La Mancha, where they
had been providing a long screen of posts to observe his
movements. They had, by Hill’s orders, retired from the 18th onward
before the French cavalry, without allowing themselves to be caught
up. It was only immediately in front of the Tagus that they slackened
down their pace, and allowed the French to discover them. There
was a smart skirmish in front of Ocaña on October 25th, between
Bonnemain’s brigade and the 9th and 13th Light Dragoons and 10th
Portuguese cavalry. The allied squadrons were pushed back towards
Aranjuez with the loss of some 30 men, Erskine, who was in
command of the cavalry division, refusing to make a stand or to bring
up his reserves. His management of the troops was (not for the first
time) much criticized by eye-witnesses[121], but it must be
remembered that Hill had directed him not to commit himself to a
serious action. On the same day Freire’s horse were turned out of
Tarancon by Perreymond’s chasseurs.
The position of the commander of Wellington’s detached corps in
front of Madrid had become a very responsible one between the
15th, when Soult’s advance began, and the 24th, when the enemy
came up to the line of the Tagus and developed his attack.
Fortunately Hill was in close touch with his chief: so well was the line
of communication between them kept up, that it only took two days
for a letter from Burgos to reach Madrid—and vice versa. When the
army had come back from the Arlanzon to the Douro, the time
became even shorter. Wellington received at Cabezon on the
evening of October 27th dispatches that Hill had written on the
morning of the 26th[122]. This contrasts wonderfully with the slow
travelling of French correspondence—Souham got at Briviesca on
October 17 a letter written by King Joseph at Valencia on October
1st. It had been obliged to travel by the absurdly circuitous route of
Tortosa, Saragossa and Tudela. Truly the guerrilleros made
concerted movements of French armies singularly difficult.
On the 17th October Hill had already got off his first letter of
alarm to Wellington, saying that Soult was certainly on the move; by
the 19th he knew that there was a column moving upon Cuenca, as
well as the larger force which was advancing by San Clemente and
Belmonte. He asked for orders, but meanwhile had to issue his own,
in consonance with earlier directions received from Wellington.
These presupposed two conditions which had not been realized—
that the fords of the Tagus would be impassable, and that
Ballasteros’s Andalusian army would already have crossed the
Sierra Morena to Alcaraz and be lying on Soult’s flank. But their
general directions were still practicable: the line of the Tagus was to
be defended unless the enemy were in overwhelming strength: if
(contrary to Wellington’s expectation) the whole French force in
Valencia should advance, and its numbers prove greater than Hill
could hope to check, he had been directed to evacuate Madrid, and
to fall back beyond the Guadarrama, in order to join his chief on the
Adaja, south of Valladolid, in Old Castile[123]. The first thing necessary
was to discover the strength of the enemy—all accounts sent in by
the Spaniards agreed that it was very great, and in particular, that
the column going by Cuenca was no mere detachment, but a solid
and considerable force. Meanwhile Wellington, even as late as
October 12[124], had been informing Hill that his design of marching
down on Madrid with three divisions, when the siege of Burgos
should be either successfully concluded or else abandoned, was still
retained. Any morning a dispatch might come to say that the
commander-in-chief, with 15,000 men, was on his way to Valladolid;
and therefore the army in front of Madrid must be ready for him,
concentrated and in marching order. For if he came in person with
such a reinforcement, Soult and King Joseph could be fought and
beaten, whenever they made their appearance.
On October 15th, when the French advance had actually begun,
the allied troops in New Castile were disposed with an outer screen,
mainly consisting of Spanish troops, and a central nucleus of Hill’s
own Anglo-Portuguese placed in cantonments between Madrid and
the Tagus. Bassecourt was at Cuenca with 3,000 men; Elio, with
Freire’s Murcian horse and a weak division of infantry—5,000 men in
all—was watching the high roads from Albacete and Requeña to
Madrid, in front of Tarancon. Penne Villemur’s cavalry with Morillo’s
infantry—3,500 men at the most—lay across the great chaussée
from Andalusia, about Herencia and Madridejos[125]. These troops
formed the outer screen—not taking account of the Empecinado,
who was (as usual) on the borders of New Castile and Aragon,
worrying Suchet’s garrisons in the latter kingdom. Behind Penne
Villemur, and south of the Tagus, were Long’s British and H.
Campbell’s Portuguese cavalry brigades, in La Mancha, at Toboso,
Villacanas, and other places. All the rest of the British troops were
north of the Tagus, in the triangle Madrid-Toledo-Fuentedueñas, as
were also D’Urban’s Portuguese horse and Carlos de España’s
Spanish infantry division. When the advance of Soult and King
Joseph developed itself, Hill drew everything back behind the Tagus,
save Bassecourt’s division at Cuenca, which being evicted from that
place by Drouet on the 20th did not retire towards Madrid, but went
up into the mountains, and ultimately by circuitous routes rejoined
the Alicante army.
On the 25th October, when Soult’s advanced cavalry had driven
Long and Freire from Ocaña and Tarancon, Hill had his whole force,
British, Portuguese and Spanish, arrayed in what he intended to be
his preliminary fighting position along the Tagus. The extreme right
was formed by Skerrett’s 4,000 men from Cadiz, who had got up to
the front just in time to take their share in the fighting. They lay at
Toledo and Añover. Then came the four brigades of the British 2nd
Division, two of them at Aranjuez—which was held as a sort of tête
de pont south of the river—and two at Colmenar de Orija. The line
beyond them was prolonged by Penne Villemur and Morillo about
Belmonte de Tajo and the fords of Villamanrique. Elio and Freire,
who had retired across the bridge of Fuentedueñas after being
driven out of Tarancon, was in charge of the upper Tagus from that
point to Sacedon. Behind this front line lay the reserves—the 3rd and
4th Divisions close together at Valdemoro and Cienpozuelos, behind
Aranjuez; the Light Division at Arganda; Carlos de España at
Camporeal; Hamilton’s Portuguese division at Chinchon. Of the
cavalry, Long and Campbell’s Portuguese, after being turned out of
Ocaña, had fallen back on Aranjuez: D’Urban’s Portuguese were at
Arganda, Slade’s brigade at Morata, Victor Alten’s at Getafe[126]. One
march would concentrate the whole of the Allies, horse and foot—
save Elio and Skerrett’s detachment alone—to defend the passage
of the Tagus at either Aranjuez or Fuentedueñas, the two crossing-
places which Hill judged that Soult would take into consideration,
when he attempted to force the line of the river. About 36,000 men
would be available, of whom 28,000 were Anglo-Portuguese and
8,000 Spaniards.
Soult, however, kept perfectly quiescent in front of Aranjuez and
Fuentedueñas on the 26th-27th. He had still his cavalry to the front,
but his infantry divisions were only coming up in succession:
Conroux’s in especial, being still in quarantine owing to the yellow
fever, was very far behind. But it was not merely the late arrival of his
rear that kept Soult motionless: he was waiting for the Cuenca
column to bring pressure to bear upon Hill’s flank, and did not intend
to commit himself to any important engagements until the whole
French army was in line. He expressed to King Joseph his opinion
that the Allies were drawn out upon too long a front, and that a bold
thrust at Aranjuez would probably succeed, when the attention of Hill
should be drawn away to the East by the appearance of the Cuenca
column in the direction of Fuentedueñas. Meanwhile he proceeded
to make his preparations for attacking Aranjuez on the 28th.
Such an attack was never delivered, because Hill, on the evening
of the 27th, made up his mind that he must not fight upon the
Tagus[127]. For this determination there were three causes. The first
was that the river still remained so low, the autumn rains having
been very scanty hitherto, that it was fordable in many places. The
mere breaking of the bridges at Aranjuez and Fuente Dueñas did not
make it impassable, as Wellington and Hill himself had expected
would be the case by the end of October. Secondly, if the line of the
Tagus were forced at any point, the troops strung out along it had a
very dangerous retreat before them, owing to the fact that the
Tajuna, a stream not much smaller than the Tagus itself in this part of
its course, runs behind it and parallel to it at a distance of only eight
or ten miles. The number of spots where the Tajuna could be
crossed, by fords, bridges, or ferries, were very few, and it was to be
feared that bodies of troops abandoning positions on the Tagus, and
retreating to the next line, might find themselves pressed against the
Tajuna at impassable sections of its course, and so might be
destroyed or captured if the enemy pursued with vigour. Thirdly—as
Soult expected—the movement of the King and the column from
Cuenca had now begun to exercise pressure on Hill’s mind. He had
already moved two British brigades of the 2nd Division to Fuente
Dueñas, replacing them at Aranjuez by Skerrett’s force, which left
Toledo. But what if the King should cross the Tagus not at Fuente
Dueñas but above it, where the river was only observed by Elio’s
Murcians? They certainly could not stop him, and the whole Tagus
line would be turned.
Hill’s resolve was now to defend not the Tagus but the line,
running North and South, of the Henares and the Jarama (the river
formed by the union of the Tajuna and Manzanares), from
Guadalajara to the point near the Puente Larga where the Jarama
falls into the Tagus. On the 28th Skerrett evacuated Aranjuez, and all
the other troops fell back in similar fashion. This position left the
allied army still covering Madrid, and with a safe retreat to the
passes above it, should things go ill. The new disposition of forces
was as follows: Toledo had been handed over to the partida of El
Medico, since no French reconnaissances had come in this
direction, and it was clear that the enemy had no serious intentions
on this flank. The extreme right wing of the army was formed by the
4th Division, now once more under General Cole, who had come up,
cured of his wound, from the Salamanca hospital. It lay at Añover,
behind the point where the Jarama flows into the Tagus, with its flank
covered by the Gunten river and some of Long’s dragoons. Next in
line, six miles to the North, was Skerrett’s force, holding the Puente
Larga, the main passage over the Jarama river, two miles north of
Aranjuez. Beyond him were the 3rd Division and Hamilton’s
Portuguese about Valdemoro and St. Martin de la Vega. Then came
the Light Division at Alcalá de Henares[128]: Carlos de España’s and
Morillo’s Spaniards were in their company. Elio’s Murcians were
directed to fall back on Guadalajara. So much for the infantry: the
cavalry was kept out in front, with orders to keep a line of vedettes
on the Tagus till they should be driven in, and then to hold the course
of the Tajuna in a similar fashion, before breaking its bridges and
falling back on to the Henares and Jarama, the real fighting line. But
nothing was to be risked, and the main body of each brigade was to
keep itself in front of a practicable crossing, by which it could retreat
when the enemy should have shown himself in force. ‘Sir Rowland,’
wrote his Quartermaster-General, ‘wishes you to keep the posts on
the Tajuna, and those in front of it (on the Tagus), as long as you can
with safety. Cover the line of the Henares as long as you can.’[129]
Slade’s, Long’s, and Campbell’s Portuguese squadrons had the
right, covering the river bank from Aranjuez to Villamanrique with
their vedettes, D’Urban, Victor Alten, and Penne Villemur held the
left, from Villamanrique up stream.
On Oct. 28th the French cavalry, having detected the
disappearance of Hill’s infantry, crossed the Tagus both at Aranjuez
and Fuente Dueñas in force, whereupon the allied horse retired
behind the Tajuna and broke all of its bridges. Soult at once
commenced to repair the bridges of Aranjuez, and brought an
infantry division forward into the town on the 29th, but made no
serious effort to feel Hill’s position behind the Jarama and Tajuna,
being determined not to involve himself in heavy fighting till King
Joseph and the column from Cuenca were up in line. The head of
the Army of the Centre, however, reached Fuente Dueñas this same
day, and began to pass[130], meeting (of course) with no opposition.
But the reconstruction of the bridge took some time, and D’Erlon’s
infantry was not across the Tagus in any force till the next day. The
King himself rode to Ocaña, conferred there with Soult, and made
arrangements for a general forward movement upon the 30th. There
would have been heavy fighting upon the 30th-31st, if Hill had been
permitted to make a stand on his chosen position with the 40,000
men whom he had placed in line between Alcalá and Añover. He had
now all his troops concentrated except Elio’s Murcians, who lay out
in the direction of Guadalajara with no enemy in front of them. But on
the morning of the 29th Hill received a dispatch from Wellington,
dated from Cabezon on the night of the 27th, which upset all the
arrangements made hitherto. The important paragraph of it ran as
follows: ‘The enemy are infinitely superior to us in cavalry, and from
what I saw to-day very superior in infantry also. We must retire, and
the Douro is no barrier for us. If we go, and cannot hold our ground
beyond the Douro, your situation will become delicate. We certainly
cannot stand against the numbers opposed to us in any situation,
and it appears to me to be necessary that you, as well as we, should
retire. The only doubt which I entertain is about the road which you
should take, and that doubt originates in the insufficiency of this
army to stop the army opposed to it for a sufficient time to allow you
to reach the Adaja. I propose to remain on the Pisuerga to-morrow
(October 28) and as long as I can upon the Douro, and then to retire
by Arevalo. God knows whether I shall be able to remain on either
river!; and if I cannot, your retreat should be by the valley of the
Tagus. If I can remain, we should join as arranged by previous
letters. If I can remain on the Pisuerga to-morrow, I shall pass the
Douro on the 29th, and shall probably be able to prevent the enemy
from crossing in force till the 1st November, in which case I shall
reach Arevalo on the 3rd. You will not receive this letter till the 29th.
You will arrive at the Escurial, probably on the 31st, at Villacastin on
the 2nd, at Arevalo on the 4th.... If I should not be able to hold my
ground either on the Pisuerga or the Douro, I shall apprise you of it
at the first moment, and shall suggest your line of retreat.... Your
march, as proposed (i.e. via the Guadarrama) at least as far as
Villacastin, would be secure, whereas that by Talavera, &c., would
not, till you shall cross the Tagus. Do not order the bridge at Almaraz
to be taken up or destroyed, till you are certain you do not want
it.’[131] The dispatch ended by directing Hill to bring on with him
Carlos de España’s, Morillo’s, and Penne Villemur’s Spaniards, but
to order Freire, Elio, and Bassecourt to join Ballasteros by the route
of Toledo, while the Empecinado had better go to his old haunts in
the mountains beyond Guadalajara.
This was a most alarming dispatch for Hill. Just as he had
assumed his fighting position, and was expecting to be attacked by
Soult on the following day, he received orders to retire without a
moment’s delay. And what was worst of all, he was told that the line
of retreat indicated to him would not improbably prove dangerous or
impossible, and that he might, within the next day or so, get a
counter-order, directing him to retire by the line of the Tagus and
Almaraz, since a junction with Wellington behind the Adaja might
prove impossible. But a retreat across the front of the enemy, on the
route Navalcarnero-Talavera-Almaraz, would clearly be most
dangerous, since the left wing of the Army (the Light Division,
D’Urban, Alten and the Spaniards) would have forty miles to march
before they were clear of the advancing columns of the French,
debouching from Aranjuez. And to make matters worse, the enemy
was terribly strong in cavalry, and the countryside south of Madrid
was very favourable to the mounted arm. If the army should march at
once for the road by the Guadarrama, and when it had reached the
neighbourhood of Madrid or the Escurial should get the news that
the route to Villacastin and Arevalo had been blocked, it would be
almost impossible to turn off on to the Tagus line or to make for
Almaraz. The only chance left would be to take the bad mountain-
road to Avila, and thence to the upper Tormes, a choice that no
officer could contemplate without dismay in October.
There was one plea that might have been urged in favour of an
instant move toward Talavera and the Tagus route (the right wing to
march by Illescas and Fuensalida, the left by Madrid and
Navalcarnero), but it was a plea of which neither Wellington nor Hill
seems to have thought. Supposing that Hill’s 40,000 men after
uncovering and evacuating Madrid should place themselves behind
the Alberche, in and about Talavera, it was difficult to believe that
Soult and King Joseph would dare to march north to join Souham
and to trouble Wellington. They could hardly leave 40,000 men
behind them uncontained, and would probably have to halt and to
face toward Hill, so as to cover the capital. This threat to their flank
and their rear might force the enemy to come to a stop, and might
secure Wellington’s rear as effectually as a junction with him at
Arevalo behind the Adaja. But on the other hand there were two
considerations which tended to make any use of the Tagus route
undesirable, save on compulsion and as a pis aller. The first was
that the whole valley from Toledo to Almaraz was in a state of
dreadful exhaustion, with half its land untilled and its population living
on the edge of starvation. To subsist there would be difficult. The
second and more important was that the enemy might conceivably
leave Soult and the Army of the South to hold Madrid and contain
Hill’s force, and then would still possess 20,000 men—of the Cuenca
column—who might be sent by the Guadarrama and Villacastin to
take Wellington in the rear. It would be of little use to bring the
enemy to a standstill in the direction of Madrid, if he could still spare
a detachment which would make Wellington’s position in Old Castile
hopelessly untenable, and might even put him in grave danger of
being overwhelmed.
But ‘sufficient for the day is the evil thereof’ was no doubt the
reflection of Rowland Hill, a pious man well acquainted with his
Bible. He had for the present a clear order to march for the Escurial,
the Guadarrama, and Arevalo. That it might be cancelled if certain
circumstances, over which he had no control, should occur on the
Douro, was an unpleasant possibility, which did not come into
consideration on the 29th of October. Accordingly he gave orders for
instant retreat. There was little immediate danger to his left wing,
since the French column in front of it, at Fuente Dueñas, had to pass
first the defiles of the Tajuna and then those of the Jarama, and all
the bridges on both were destroyed or ready for destruction. The
right wing was in a much more delicate situation, since it was
separated from Soult at Aranjuez only by the Jarama. The outposts
of the two armies were in close touch with each other at the Puente
Larga, with nothing but the river between; and the 4th Division at
Añover had to pass behind the force holding the Puente Larga in
order to get into the Madrid road. Supposing that bridge were forced
too soon, Cole would be driven off in an eccentric line of retreat
toward Toledo and Talavera.
While, therefore, all the rest of the army was set in motion for the
Escurial at dawn on the 30th, Skerrett was ordered to stand still at
the Puente Larga, and to hold it at all costs till the rest of the allied
right wing should have got clear. Meanwhile the troops about Alcalá
(the Light Division, España and Morillo) marched round the north
side of Madrid without entering the city, and continuing their course
all day and part of the night, were on the upper Manzanares, about
the palace of El Pardo by 12 p.m. At the same time the troops about
Valdemoro (3rd Division, Hamilton’s Portuguese, and the bulk of the
cavalry) retired past the south side of Madrid, and reached Aravaca,
on its west side two miles out, by night. Here Hill established his
head-quarters. The 4th Division, from Añover, which had the longest
march of all, had been started off before the bulk of the army, on the
night of the 29th, not at dawn on the 30th like the rest. It fell into the
main road at Valdemoro before daybreak, much fatigued; while
halting there the weary men discovered more wine than was good
for them—the population had fled and left their cellars exposed for
the first comer. There was a terrible amount of drunkenness, and so
much straggling, when the division marched off at noon, that many
hundreds of men, hidden in houses in a state of absolute incapacity
to move, were left behind[132]. The division, minus its drunkards,
joined the rest of the right wing at Aravaca that night. Cole remained
behind himself—while his troops marched on—to supervise the
defence of the Puente Larga. He had been told to take on Skerrett’s
brigade as a part of his division till further orders, and naturally
stopped with the rearguard.
By the night of the 30th all the army was concentrated beyond
Madrid, without having seen an enemy or suffered any molestation,
save Skerrett’s detachment, which was fighting all day at the Puente
Larga for the protection of the rest. Soult, as Hill had expected, had
resolved to force the line of the Jarama and Tajuna that day. But
while on the right his cavalry felt forward only to the Tajuna and its
broken bridges, on the left he was already in touch with his enemy,
for the Puente Larga is only two miles outside Aranjuez, from which
the approach to it lies along one of the great avenues of planes that
form part of the royal Park between the Tagus and Jarama.
The Puente Larga is an immensely long bridge of 16 arches, for
the Jarama in winter is a very broad river. Its southern end is
commanded by a slight rising ground, its northern lies in the flat and
ends in a causeway, by which the road finally mounts up on to the
plateau of Valdemoro. Thus it would have been easier to defend
from the south than from the north, as Skerrett had to do. An attempt
had been made to blow up one of the centre arches of the bridge,
but though two mines had been laid, their explosion on the morning
of the 30th did not make a complete breach, one parapet and a
broad section of the footway beside it remaining intact. The engineer
officer in charge, holding that there was no time to make another
mine, had a breastwork covered by an abattis thrown up across the
northern end of the bridge. Here then was a sort of terrace with
balustrades and stone seats, where the bridge and causeway met.
Behind the breastwork and the terrace Skerrett placed his two
companies of the 95th Rifles and part of the 2/47th, while behind the
nearer part of the causeway there was room for the supports, the
rest of the 47th and the 2/87th in close column. The ridge of the
causeway almost completely sheltered them from fire from the
French side of the river, even from the most elevated ground. Three
guns of Braun’s Portuguese battery were prepared for action on the
right end of the terrace, behind the hastily extemporized breastwork.
Half a mile to the rear, at the north end of the causeway, was
Skerrett’s reserve, composed of the 3rd batt. of the First Guards, the
20th Portuguese, and the remaining three pieces of Braun’s battery.
The whole defending force of five battalions and six guns was
somewhat under 4,000 strong.
Soult was not certain whether Hill was intending to fight on the
line of the Jarama, or whether he had merely to drive in a rearguard.
The day was very misty from dawn onward, and at 9 o’clock in the
morning rain began, and fell continuously till night. Thus the Marshal
could not see in the least what sort of a force was opposed to him,
and his cavalry, exploring up and down the river bank, were unable
to find any practicable fords, or to give him any information as to
whether there were allied troops holding the entire course of the
Jarama. After some hours, therefore, Soult sent forward Reymond’s
division[133] with orders to force the Puente Larga, as he had been
informed that it was still passable owing to the failure of the mines. A
battery took post on the rising ground at the south end of the bridge,
and shelled the breastwork and the Portuguese guns, while the
voltigeur companies of the 12th Léger strung, themselves out along
the river bank, and commenced a long bickering fusillade with
Skerrett’s men across the water. The artillery and musketry fight
went on for some hours, till Braun’s three pieces ceased firing for
want of ammunition. Thinking this a favourable moment, Soult sent
part of the 12th Léger against the bridge—the head of the column
never reached the narrow pass at the half-broken eighth arch,
suffering so much from the musketry that it fell back in disorder
before getting half-way across. Another regiment, or the same re-
formed, attempted a similar rush a few minutes later, and was
repulsed in the same fashion. Thereupon Soult ordered the attack to
cease, ‘seeing,’ as he says in his dispatch, ‘that we were wasting
ammunition to no effect.’ He drew off both his guns and his
voltigeurs, and the combat came to an end. A French officer
appeared on to the bridge with a white flag a little later, and got
permission to remove the many wounded lying at its south end. After
dark Skerrett withdrew very quietly, leaving dummy sentries on the
bridge head and the causeway, who were only detected as straw-
stuffed great-coats at dawn next morning. The brigade, therefore,
had an undisturbed march all night, and halted next morning on the
Prado of Madrid, where it was allowed a few hours of rest. Its loss
had been about 3 officers and 60 men killed and wounded, of whom
40 were in the 2/47th and 11 in the rifle companies. The French had
five officers and about 100 men killed and wounded[134]. The whole
fight was much what the combat of the Coa would have been in
1810, if Craufurd had fought behind and not before the bridge of
Almeida.
Soult had deduced, from the stubborn way in which the Puente
Larga was defended, that Hill was standing to fight a general action
behind the Jarama. He made during the night preparations for
bringing up much artillery and constructing bridges, but discovered at
dawn that his exertions had been unnecessary. Cavalry under Pierre
Soult were pushed out as far as Valdemoro, and captured there
some 300 drunken stragglers belonging to the 4th Division, who had
not thought fit to follow Skerrett when he passed through. The day
was one of dense fog, and the younger Soult never got in touch with
Hill’s rearguard, but picked up a rumour that Wellington was
expected at Madrid that day, with two divisions from Burgos, and that
the whole allied army was prepared to deliver battle in a position
outside the capital. In consequence, his brother the Marshal held
back, and contented himself with bringing up the entire Army of the
South to the Jarama, while he sent his false news to King Joseph
and Jourdan. He proposed that the Cuenca column should make no
attempt to force the higher course of the Tajuna, where all the
bridges were broken, and behind which lay the equally tiresome
obstacle of the Henares, but should come round to Aranjuez and
cross by the Puente Larga. Jourdan advised compliance, remarking
that the forcing of the lines of the Tajuna and Henares and the
making of bridges upon them might take many days. To save time
the right wing came round to join the left[135].
This was a godsend to Hill, as it resulted in no pursuit being
made on the 31st; the French advanced cavalry only entered Madrid
on the 1st November, and the second of that month had arrived
before any infantry reached the capital. By that day the allied army
was over the Guadarrama, and well on its way to Villacastin and
Arevalo. The evacuation of Madrid was accompanied with many
distressing incidents: the people were in despair at seeing
themselves about to fall back once more into the power of the
‘Intrusive King’. Many of the notables had committed themselves so
openly to the patriotic cause that they thought it wise to depart in
company with Hill’s army. An order to burn the considerable stores of
provisions which could not be brought off led to a riot—the lower
classes were on the edge of starvation, and the sight of good food
being wasted led them to make a disorderly rush on the magazines,
to drive away the commissaries, and to carry off the flour and salt
meat which was being destroyed. Probably it would have been wise
to permit them to do so without making difficulties; as the stores,
once dispersed, could hardly have been gathered in again by the
enemy. The explosion of the Arsenal in the Retiro fort was a more
absolute necessity, but the Madrileños murmured greatly that the
large building of La China, the porcelain manufactory, was blown up
along with the surrounding earthworks. The mines, it may be
incidentally remarked, were so carelessly laid that two commissariat
officers were killed by the first of them that went off, and the last
nearly made an end of Captain Cleeves, K.G.L., the artillery officer in
charge of the business. He was severely scorched, and barely
escaped with his life[136].
The rearguard of the British Army quitted the mourning city by
noon on the 31st October: the head of the column was already on
that day at the Escurial. On November 1st the passage of the
Guadarrama began, and on the 3rd the last cavalry brigade, bringing
up the rear, was over the mountains. Not a sign had been seen of
the enemy, whose advanced light cavalry only reached Galapagar,
five miles south of the Escurial upon the 2nd. The weather, however,
was very bad, rain falling day after day, and this must serve as an
inadequate excuse for the fact that straggling had already begun,
and that a certain number of men dropped so far behind that they fell
into the hands of the tardily-appearing enemy. But the loss of these
laggards, for the most part the selected bad characters of each
battalion, was a small price to pay for an unmolested retreat. Hill’s
spirits rose, hour by hour, as he received no letter from Wellington to
say that the retreat to Arevalo had become impossible, or that the
line of the Douro had been lost. These terrible possibilities might—so
far as he knew—have come into existence at any moment on the
1st, 2nd, or 3rd of November. On the 4th the whole army from
Madrid was concentrated at Villacastin, so close to Wellington’s
position behind the Douro at Rueda that dispatches could now get
through from him to Hill in less than twelve hours. The cavalry of the
extreme rearguard—the 2nd Hussars K.G.L., who had left the
Escurial only on the 3rd, had barely seen the enemy’s advanced
vedettes on that day, and were not overtaken by them till late on the
4th. The pursuit was slow, cautious, and not executed by any very
large body of horse. Hill, therefore, granted his troops a very
necessary rest of twelve hours at Villacastin.
 At last, however, on the evening of November 4th, when the
worst possibilities seemed to have passed by, and nothing could any
longer prevent Hill from joining Wellington, discouraging news, so
long expected, at last came to hand. A dispatch from Rueda
informed Hill that his chief had determined to retreat from the line of
the Douro, for reasons which will be explained in the next chapter,
and that the position in which he intended to fight was that in front of
Salamanca, where he had faced and beaten Marmont in July. This
being so, there was no reason to bring up Hill’s corps to Arevalo.
Since a junction between the two halves of the army was now
secure, the troops from Madrid should save themselves an
unnecessary détour to the north, by turning off the chaussée to
Valladolid and taking the cross-road by Belayos, Villanueva de
Gomez, and Peñaranda. This would bring them to Alba de Tormes,
where they would find themselves in touch with Wellington’s own
troops, which would move, by La Nava and Cantalpino, to the San
Cristobal position outside Salamanca.
This march therefore Hill executed. On the 4th he had at last
heard of the appearance of Soult’s cavalry, and that same evening
his extreme rearguard, the 2nd Hussars of the K.G.L. had a slight
engagement with French squadrons near Villacastin. But nothing
was known of the main body of the enemy’s infantry, nor was it even
certain whether the Army of the South and the Army of the Centre
were both pursuing by the route of the Guadarrama. Soult, as a
matter of fact, had only made up his mind to cross the mountains by
that route on the 3rd, and nothing but the light cavalry of his brother
was near Hill’s rear. On the 4th, 5th, and 6th November his main
body was coming up, and he was in force at Arevalo on the last-
named day. Only the horse of his advanced guard had followed Hill
on the Peñaranda road. The object of the move on Arevalo was to
seek for the Army of Portugal, of which no certain news had yet been
obtained. The Duke of Dalmatia supposed however that it had to be
looked for on the side of Tordesillas, and wished to communicate
with it before he pressed Hill too closely. For if the latter had united
with Wellington—as was very possible—he might have found himself
in face of more than 60,000 men, and he had but 40,000 of his own,
since the Army of the Centre was not yet up in line. The King himself
with his Guards followed Soult after a short interval, but the three
infantry divisions (Barrois, Palombini, Darmagnac) which had formed
the column that marched from Cuenca, were far behind. Palombini’s
division, which had been told off to act as the rearguard, was
observing the accumulation of Spanish troops near Guadalajara,
where Elio and Freire had now been joined by the Empecinado, who
had come in from the direction of Aragon. They had united at the
Puente de Aunion and Sacedon, a few miles south-east of
Guadalajara, on the upper Tagus. There were now 8,000 or 9,000
enemies in this quarter, still quite close to Madrid, and Joseph and
Jourdan had to come to a difficult decision. If a garrison were left in
Madrid, and a strong column sent to evict Elio from his position, the
Army of the Centre would have few troops left who could follow Soult
in the pursuit of Wellington. But if the whole Army of the Centre
marched by the Guadarrama, there was nothing to prevent Elio from
coming down to reoccupy Madrid, and the political effect of the
evacuation of the capital would be detestable, for it would look as if
the whole French army was but a flying column incapable of holding
what it had won[137]. After some hesitation the King and Jourdan
resolved that the military necessity of taking forward every available
man to crush Wellington was all-important. If Soult alone joined the
Army of Portugal in Old Castile the French in this direction would not
outnumber the combined forces of Wellington and Hill, and might be
brought to a stand—perhaps even beaten. The 20,000 men of the
Cuenca column must be brought forward at all costs to secure a
numerical superiority for the French arms in the North. Madrid
therefore must be abandoned, and the infantry of the King’s army
marched out of it on the 6th and 8th November, Palombini bringing
up the rear once more. Even the sick and Joseph’s Spanish courtiers
had to be taken on, with a comfortless assurance that they might in
the end be dropped at Valladolid[138]. On the 8th the leading division
of the Army of the Centre reached Villacastin by forced marches, the
rear did not get up till the 10th[139]. Thus it is clear that on November
5th, when Hill executed his flank movement on Fontiveros and
Peñaranda, there was nothing near him save Soult’s advanced
cavalry, supported at an interval by the infantry of the Army of the
South, while the Army of the Centre had not even left Madrid. If
Wellington had but known this, it might have brought about a change
in his orders; but—as cannot too often be repeated—the ‘fog of war’
sometimes lies very thick around a general at the moment when he
has to make his crucial decision, and on these two days the enemy
might have been closed up, instead of being strung out in
detachments over a hundred miles of mountain roads. A few days
after the French left Madrid the Empecinado came down to the
capital and occupied it—Elio had gone off, according to Wellington’s
original orders, to place himself in communication with the Army of
Andalusia (now no longer under Ballasteros) and took post in La
Mancha. Bassecourt reoccupied Cuenca. There was not a French
soldier left in New Castile, and all communication between Soult and
King Joseph on one side and Suchet in Valencia on the other, were
completely broken off.
Welcome to our website – the ideal destination for book lovers and
knowledge seekers. With a mission to inspire endlessly, we offer a
vast collection of books, ranging from classic literary works to
specialized publications, self-development books, and children's
literature. Each book is a new journey of discovery, expanding
knowledge and enriching the soul of the reade

Our website is not just a platform for buying books, but a bridge
connecting readers to the timeless values of culture and wisdom. With
an elegant, user-friendly interface and an intelligent search system,
we are committed to providing a quick and convenient shopping
experience. Additionally, our special promotions and home delivery
services ensure that you save time and fully enjoy the joy of reading.

Let us accompany you on the journey of exploring knowledge and

personal growth!

ebookmass.com