Social exchange in bureaucracies : negotiation processes in business environments

Abstract

Based on attempts to gain access to bureaucratic organizations, and on subsequent study of the literature, this researcher came to believe that insufficient attention is given to this research step in the literature and in classes on research methods. There seems to be a lack of emphasis on the complex nature of the process and on potential problems that can abound when the researcher reaches the stage of negotiating entry. This research presents a basis for identifying organizations and gatekeepers that would tend to be most and least likely to grant access to researchers wanting to do a naturalistic study. The theoretical basis for identifying the organizations and gatekeepers is found in P. M. Blau's theory of social exchange. The theory asserts that, in the exchange relationship, each actor's actions are dependent on those of the other actor. The actions are oriented towards ends that can only be achieved through interaction with the other person. When exchanges are reciprocated, social bonding and further exchanges result. The reciprocity moves the actors toward power balance. Unreciprocated exchanges give rise to differentiation, which creates power imbalances. The study unfolded in two phases. In Phase I, a research project was designed to study the power associations of addicts in bureaucratic organizations. When attempts to gain access for the purpose of conducting naturalistic research failed, a second research project (Phase II) was initiated. Phase II followed the naturalistic paradigm. The case studies from the failed attempts were developed to provide thick descriptive data. Then, the literature on gaining access was reviewed in an attempt to explain the phenomenon that occurred in Phase I. The findings that emerged from the research indicated that gaining entry to an organization may be facilitated by understanding the needed exchanges or reciprocal negotiations involved. Too often, in trying to do rigorous research, the researcher attempts to maintain control in the same way the organization designs its structure to maintain control. In so doing cooperation is sidestepped and the process of gaining entry becomes a win/lose battle to gain control, with the researcher, at least sometimes, being the loser.