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Research Design | Step-by-Step Guide with Examples

Published on 5 May 2022 by Shona McCombes . Revised on 20 March 2023.

A research design is a strategy for answering your research question  using empirical data. Creating a research design means making decisions about:

• Your overall aims and approach
• The type of research design you’ll use
• Your sampling methods or criteria for selecting subjects
• Your data collection methods
• The procedures you’ll follow to collect data
• Your data analysis methods

A well-planned research design helps ensure that your methods match your research aims and that you use the right kind of analysis for your data.

Table of contents

Step 1: consider your aims and approach, step 2: choose a type of research design, step 3: identify your population and sampling method, step 4: choose your data collection methods, step 5: plan your data collection procedures, step 6: decide on your data analysis strategies, frequently asked questions.

• Introduction

Before you can start designing your research, you should already have a clear idea of the research question you want to investigate.

There are many different ways you could go about answering this question. Your research design choices should be driven by your aims and priorities – start by thinking carefully about what you want to achieve.

The first choice you need to make is whether you’ll take a qualitative or quantitative approach.

Qualitative research designs tend to be more flexible and inductive , allowing you to adjust your approach based on what you find throughout the research process.

Quantitative research designs tend to be more fixed and deductive , with variables and hypotheses clearly defined in advance of data collection.

It’s also possible to use a mixed methods design that integrates aspects of both approaches. By combining qualitative and quantitative insights, you can gain a more complete picture of the problem you’re studying and strengthen the credibility of your conclusions.

Practical and ethical considerations when designing research

As well as scientific considerations, you need to think practically when designing your research. If your research involves people or animals, you also need to consider research ethics .

• How much time do you have to collect data and write up the research?
• Will you be able to gain access to the data you need (e.g., by travelling to a specific location or contacting specific people)?
• Do you have the necessary research skills (e.g., statistical analysis or interview techniques)?
• Will you need ethical approval ?

At each stage of the research design process, make sure that your choices are practically feasible.

Prevent plagiarism, run a free check.

Within both qualitative and quantitative approaches, there are several types of research design to choose from. Each type provides a framework for the overall shape of your research.

Types of quantitative research designs

Quantitative designs can be split into four main types. Experimental and   quasi-experimental designs allow you to test cause-and-effect relationships, while descriptive and correlational designs allow you to measure variables and describe relationships between them.

With descriptive and correlational designs, you can get a clear picture of characteristics, trends, and relationships as they exist in the real world. However, you can’t draw conclusions about cause and effect (because correlation doesn’t imply causation ).

Experiments are the strongest way to test cause-and-effect relationships without the risk of other variables influencing the results. However, their controlled conditions may not always reflect how things work in the real world. They’re often also more difficult and expensive to implement.

Types of qualitative research designs

Qualitative designs are less strictly defined. This approach is about gaining a rich, detailed understanding of a specific context or phenomenon, and you can often be more creative and flexible in designing your research.

The table below shows some common types of qualitative design. They often have similar approaches in terms of data collection, but focus on different aspects when analysing the data.

Your research design should clearly define who or what your research will focus on, and how you’ll go about choosing your participants or subjects.

In research, a population is the entire group that you want to draw conclusions about, while a sample is the smaller group of individuals you’ll actually collect data from.

Defining the population

A population can be made up of anything you want to study – plants, animals, organisations, texts, countries, etc. In the social sciences, it most often refers to a group of people.

For example, will you focus on people from a specific demographic, region, or background? Are you interested in people with a certain job or medical condition, or users of a particular product?

The more precisely you define your population, the easier it will be to gather a representative sample.

Sampling methods

Even with a narrowly defined population, it’s rarely possible to collect data from every individual. Instead, you’ll collect data from a sample.

To select a sample, there are two main approaches: probability sampling and non-probability sampling . The sampling method you use affects how confidently you can generalise your results to the population as a whole.

Probability sampling is the most statistically valid option, but it’s often difficult to achieve unless you’re dealing with a very small and accessible population.

For practical reasons, many studies use non-probability sampling, but it’s important to be aware of the limitations and carefully consider potential biases. You should always make an effort to gather a sample that’s as representative as possible of the population.

Case selection in qualitative research

In some types of qualitative designs, sampling may not be relevant.

For example, in an ethnography or a case study, your aim is to deeply understand a specific context, not to generalise to a population. Instead of sampling, you may simply aim to collect as much data as possible about the context you are studying.

In these types of design, you still have to carefully consider your choice of case or community. You should have a clear rationale for why this particular case is suitable for answering your research question.

For example, you might choose a case study that reveals an unusual or neglected aspect of your research problem, or you might choose several very similar or very different cases in order to compare them.

Data collection methods are ways of directly measuring variables and gathering information. They allow you to gain first-hand knowledge and original insights into your research problem.

You can choose just one data collection method, or use several methods in the same study.

Survey methods

Surveys allow you to collect data about opinions, behaviours, experiences, and characteristics by asking people directly. There are two main survey methods to choose from: questionnaires and interviews.

Observation methods

Observations allow you to collect data unobtrusively, observing characteristics, behaviours, or social interactions without relying on self-reporting.

Observations may be conducted in real time, taking notes as you observe, or you might make audiovisual recordings for later analysis. They can be qualitative or quantitative.

Other methods of data collection

There are many other ways you might collect data depending on your field and topic.

If you’re not sure which methods will work best for your research design, try reading some papers in your field to see what data collection methods they used.

Secondary data

If you don’t have the time or resources to collect data from the population you’re interested in, you can also choose to use secondary data that other researchers already collected – for example, datasets from government surveys or previous studies on your topic.

With this raw data, you can do your own analysis to answer new research questions that weren’t addressed by the original study.

Using secondary data can expand the scope of your research, as you may be able to access much larger and more varied samples than you could collect yourself.

However, it also means you don’t have any control over which variables to measure or how to measure them, so the conclusions you can draw may be limited.

As well as deciding on your methods, you need to plan exactly how you’ll use these methods to collect data that’s consistent, accurate, and unbiased.

Planning systematic procedures is especially important in quantitative research, where you need to precisely define your variables and ensure your measurements are reliable and valid.

Operationalisation

Some variables, like height or age, are easily measured. But often you’ll be dealing with more abstract concepts, like satisfaction, anxiety, or competence. Operationalisation means turning these fuzzy ideas into measurable indicators.

If you’re using observations , which events or actions will you count?

If you’re using surveys , which questions will you ask and what range of responses will be offered?

You may also choose to use or adapt existing materials designed to measure the concept you’re interested in – for example, questionnaires or inventories whose reliability and validity has already been established.

Reliability and validity

Reliability means your results can be consistently reproduced , while validity means that you’re actually measuring the concept you’re interested in.

For valid and reliable results, your measurement materials should be thoroughly researched and carefully designed. Plan your procedures to make sure you carry out the same steps in the same way for each participant.

If you’re developing a new questionnaire or other instrument to measure a specific concept, running a pilot study allows you to check its validity and reliability in advance.

Sampling procedures

As well as choosing an appropriate sampling method, you need a concrete plan for how you’ll actually contact and recruit your selected sample.

That means making decisions about things like:

• How many participants do you need for an adequate sample size?
• What inclusion and exclusion criteria will you use to identify eligible participants?
• How will you contact your sample – by mail, online, by phone, or in person?

If you’re using a probability sampling method, it’s important that everyone who is randomly selected actually participates in the study. How will you ensure a high response rate?

If you’re using a non-probability method, how will you avoid bias and ensure a representative sample?

Data management

It’s also important to create a data management plan for organising and storing your data.

Will you need to transcribe interviews or perform data entry for observations? You should anonymise and safeguard any sensitive data, and make sure it’s backed up regularly.

Keeping your data well organised will save time when it comes to analysing them. It can also help other researchers validate and add to your findings.

On their own, raw data can’t answer your research question. The last step of designing your research is planning how you’ll analyse the data.

Quantitative data analysis

In quantitative research, you’ll most likely use some form of statistical analysis . With statistics, you can summarise your sample data, make estimates, and test hypotheses.

Using descriptive statistics , you can summarise your sample data in terms of:

• The distribution of the data (e.g., the frequency of each score on a test)
• The central tendency of the data (e.g., the mean to describe the average score)
• The variability of the data (e.g., the standard deviation to describe how spread out the scores are)

The specific calculations you can do depend on the level of measurement of your variables.

Using inferential statistics , you can:

• Make estimates about the population based on your sample data.
• Test hypotheses about a relationship between variables.

Regression and correlation tests look for associations between two or more variables, while comparison tests (such as t tests and ANOVAs ) look for differences in the outcomes of different groups.

Your choice of statistical test depends on various aspects of your research design, including the types of variables you’re dealing with and the distribution of your data.

Qualitative data analysis

In qualitative research, your data will usually be very dense with information and ideas. Instead of summing it up in numbers, you’ll need to comb through the data in detail, interpret its meanings, identify patterns, and extract the parts that are most relevant to your research question.

Two of the most common approaches to doing this are thematic analysis and discourse analysis .

There are many other ways of analysing qualitative data depending on the aims of your research. To get a sense of potential approaches, try reading some qualitative research papers in your field.

A sample is a subset of individuals from a larger population. Sampling means selecting the group that you will actually collect data from in your research.

For example, if you are researching the opinions of students in your university, you could survey a sample of 100 students.

Statistical sampling allows you to test a hypothesis about the characteristics of a population. There are various sampling methods you can use to ensure that your sample is representative of the population as a whole.

Operationalisation means turning abstract conceptual ideas into measurable observations.

For example, the concept of social anxiety isn’t directly observable, but it can be operationally defined in terms of self-rating scores, behavioural avoidance of crowded places, or physical anxiety symptoms in social situations.

Before collecting data , it’s important to consider how you will operationalise the variables that you want to measure.

The research methods you use depend on the type of data you need to answer your research question .

• If you want to measure something or test a hypothesis , use quantitative methods . If you want to explore ideas, thoughts, and meanings, use qualitative methods .
• If you want to analyse a large amount of readily available data, use secondary data. If you want data specific to your purposes with control over how they are generated, collect primary data.
• If you want to establish cause-and-effect relationships between variables , use experimental methods. If you want to understand the characteristics of a research subject, use descriptive methods.

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Shona McCombes

Dissertation Strategies

What this handout is about.

This handout suggests strategies for developing healthy writing habits during your dissertation journey. These habits can help you maintain your writing momentum, overcome anxiety and procrastination, and foster wellbeing during one of the most challenging times in graduate school.

Tackling a giant project

Because dissertations are, of course, big projects, it’s no surprise that planning, writing, and revising one can pose some challenges! It can help to think of your dissertation as an expanded version of a long essay: at the end of the day, it is simply another piece of writing. You’ve written your way this far into your degree, so you’ve got the skills! You’ll develop a great deal of expertise on your topic, but you may still be a novice with this genre and writing at this length. Remember to give yourself some grace throughout the project. As you begin, it’s helpful to consider two overarching strategies throughout the process.

First, take stock of how you learn and your own writing processes. What strategies have worked and have not worked for you? Why? What kind of learner and writer are you? Capitalize on what’s working and experiment with new strategies when something’s not working. Keep in mind that trying out new strategies can take some trial-and-error, and it’s okay if a new strategy that you try doesn’t work for you. Consider why it may not have been the best for you, and use that reflection to consider other strategies that might be helpful to you.

Second, break the project into manageable chunks. At every stage of the process, try to identify specific tasks, set small, feasible goals, and have clear, concrete strategies for achieving each goal. Small victories can help you establish and maintain the momentum you need to keep yourself going.

Below, we discuss some possible strategies to keep you moving forward in the dissertation process.

Pre-dissertation planning strategies

Get familiar with the Graduate School’s Thesis and Dissertation Resources .

Learn how to use a citation-manager and a synthesis matrix to keep track of all of your source information.

Skim other dissertations from your department, program, and advisor. Enlist the help of a librarian or ask your advisor for a list of recent graduates whose work you can look up. Seeing what other people have done to earn their PhD can make the project much less abstract and daunting. A concrete sense of expectations will help you envision and plan. When you know what you’ll be doing, try to find a dissertation from your department that is similar enough that you can use it as a reference model when you run into concerns about formatting, structure, level of detail, etc.

Think carefully about your committee . Ideally, you’ll be able to select a group of people who work well with you and with each other. Consult with your advisor about who might be good collaborators for your project and who might not be the best fit. Consider what classes you’ve taken and how you “vibe” with those professors or those you’ve met outside of class. Try to learn what you can about how they’ve worked with other students. Ask about feedback style, turnaround time, level of involvement, etc., and imagine how that would work for you.

Sketch out a sensible drafting order for your project. Be open to writing chapters in “the wrong order” if it makes sense to start somewhere other than the beginning. You could begin with the section that seems easiest for you to write to gain momentum.

Design a productivity alliance with your advisor . Talk with them about potential projects and a reasonable timeline. Discuss how you’ll work together to keep your work moving forward. You might discuss having a standing meeting to discuss ideas or drafts or issues (bi-weekly? monthly?), your advisor’s preferences for drafts (rough? polished?), your preferences for what you’d like feedback on (early or late drafts?), reasonable turnaround time for feedback (a week? two?), and anything else you can think of to enter the collaboration mindfully.

Design a productivity alliance with your colleagues . Dissertation writing can be lonely, but writing with friends, meeting for updates over your beverage of choice, and scheduling non-working social times can help you maintain healthy energy. See our tips on accountability strategies for ideas to support each other.

Productivity strategies

Write when you’re most productive. When do you have the most energy? Focus? Creativity? When are you most able to concentrate, either because of your body rhythms or because there are fewer demands on your time? Once you determine the hours that are most productive for you (you may need to experiment at first), try to schedule those hours for dissertation work. See the collection of time management tools and planning calendars on the Learning Center’s Tips & Tools page to help you think through the possibilities. If at all possible, plan your work schedule, errands and chores so that you reserve your productive hours for the dissertation.

Put your writing time firmly on your calendar . Guard your writing time diligently. You’ll probably be invited to do other things during your productive writing times, but do your absolute best to say no and to offer alternatives. No one would hold it against you if you said no because you’re teaching a class at that time—and you wouldn’t feel guilty about saying no. Cultivating the same hard, guilt-free boundaries around your writing time will allow you preserve the time you need to get this thing done!

Develop habits that foster balance . You’ll have to work very hard to get this dissertation finished, but you can do that without sacrificing your physical, mental, and emotional wellbeing. Think about how you can structure your work hours most efficiently so that you have time for a healthy non-work life. It can be something as small as limiting the time you spend chatting with fellow students to a few minutes instead of treating the office or lab as a space for extensive socializing. Also see above for protecting your time.

Write in spaces where you can be productive. Figure out where you work well and plan to be there during your dissertation work hours. Do you get more done on campus or at home? Do you prefer quiet and solitude, like in a library carrel? Do you prefer the buzz of background noise, like in a coffee shop? Are you aware of the UNC Libraries’ list of places to study ? If you get “stuck,” don’t be afraid to try a change of scenery. The variety may be just enough to get your brain going again.

Work where you feel comfortable . Wherever you work, make sure you have whatever lighting, furniture, and accessories you need to keep your posture and health in good order. The University Health and Safety office offers guidelines for healthy computer work . You’re more likely to spend time working in a space that doesn’t physically hurt you. Also consider how you could make your work space as inviting as possible. Some people find that it helps to have pictures of family and friends on their desk—sort of a silent “cheering section.” Some people work well with neutral colors around them, and others prefer bright colors that perk up the space. Some people like to put inspirational quotations in their workspace or encouraging notes from friends and family. You might try reconfiguring your work space to find a décor that helps you be productive.

Elicit helpful feedback from various people at various stages . You might be tempted to keep your writing to yourself until you think it’s brilliant, but you can lower the stakes tremendously if you make eliciting feedback a regular part of your writing process. Your friends can feel like a safer audience for ideas or drafts in their early stages. Someone outside your department may provide interesting perspectives from their discipline that spark your own thinking. See this handout on getting feedback for productive moments for feedback, the value of different kinds of feedback providers, and strategies for eliciting what’s most helpful to you. Make this a recurring part of your writing process. Schedule it to help you hit deadlines.

Change the writing task . When you don’t feel like writing, you can do something different or you can do something differently. Make a list of all the little things you need to do for a given section of the dissertation, no matter how small. Choose a task based on your energy level. Work on Grad School requirements: reformat margins, work on bibliography, and all that. Work on your acknowledgements. Remember all the people who have helped you and the great ideas they’ve helped you develop. You may feel more like working afterward. Write a part of your dissertation as a letter or email to a good friend who would care. Sometimes setting aside the academic prose and just writing it to a buddy can be liberating and help you get the ideas out there. You can make it sound smart later. Free-write about why you’re stuck, and perhaps even about how sick and tired you are of your dissertation/advisor/committee/etc. Venting can sometimes get you past the emotions of writer’s block and move you toward creative solutions. Open a separate document and write your thoughts on various things you’ve read. These may or may note be coherent, connected ideas, and they may or may not make it into your dissertation. They’re just notes that allow you to think things through and/or note what you want to revisit later, so it’s perfectly fine to have mistakes, weird organization, etc. Just let your mind wander on paper.

Develop habits that foster productivity and may help you develop a productive writing model for post-dissertation writing . Since dissertations are very long projects, cultivating habits that will help support your work is important. You might check out Helen Sword’s work on behavioral, artisanal, social, and emotional habits to help you get a sense of where you are in your current habits. You might try developing “rituals” of work that could help you get more done. Lighting incense, brewing a pot of a particular kind of tea, pulling out a favorite pen, and other ritualistic behaviors can signal your brain that “it is time to get down to business.” You can critically think about your work methods—not only about what you like to do, but also what actually helps you be productive. You may LOVE to listen to your favorite band while you write, for example, but if you wind up playing air guitar half the time instead of writing, it isn’t a habit worth keeping.

The point is, figure out what works for you and try to do it consistently. Your productive habits will reinforce themselves over time. If you find yourself in a situation, however, that doesn’t match your preferences, don’t let it stop you from working on your dissertation. Try to be flexible and open to experimenting. You might find some new favorites!

Motivational strategies

Schedule a regular activity with other people that involves your dissertation. Set up a coworking date with your accountability buddies so you can sit and write together. Organize a chapter swap. Make regular appointments with your advisor. Whatever you do, make sure it’s something that you’ll feel good about showing up for–and will make you feel good about showing up for others.

Try writing in sprints . Many writers have discovered that the “Pomodoro technique” (writing for 25 minutes and taking a 5 minute break) boosts their productivity by helping them set small writing goals, focus intently for short periods, and give their brains frequent rests. See how one dissertation writer describes it in this blog post on the Pomodoro technique .

Quit while you’re ahead . Sometimes it helps to stop for the day when you’re on a roll. If you’ve got a great idea that you’re developing and you know where you want to go next, write “Next, I want to introduce x, y, and z and explain how they’re related—they all have the same characteristics of 1 and 2, and that clinches my theory of Q.” Then save the file and turn off the computer, or put down the notepad. When you come back tomorrow, you will already know what to say next–and all that will be left is to say it. Hopefully, the momentum will carry you forward.

Write your dissertation in single-space . When you need a boost, double space it and be impressed with how many pages you’ve written.

Set feasible goals–and celebrate the achievements! Setting and achieving smaller, more reasonable goals ( SMART goals ) gives you success, and that success can motivate you to focus on the next small step…and the next one.

Give yourself rewards along the way . When you meet a writing goal, reward yourself with something you normally wouldn’t have or do–this can be anything that will make you feel good about your accomplishment.

Make the act of writing be its own reward . For example, if you love a particular coffee drink from your favorite shop, save it as a special drink to enjoy during your writing time.

Try giving yourself “pre-wards” —positive experiences that help you feel refreshed and recharged for the next time you write. You don’t have to “earn” these with prior work, but you do have to commit to doing the work afterward.

Commit to doing something you don’t want to do if you don’t achieve your goal. Some people find themselves motivated to work harder when there’s a negative incentive. What would you most like to avoid? Watching a movie you hate? Donating to a cause you don’t support? Whatever it is, how can you ensure enforcement? Who can help you stay accountable?

Affective strategies

Build your confidence . It is not uncommon to feel “imposter phenomenon” during the course of writing your dissertation. If you start to feel this way, it can help to take a few minutes to remember every success you’ve had along the way. You’ve earned your place, and people have confidence in you for good reasons. It’s also helpful to remember that every one of the brilliant people around you is experiencing the same lack of confidence because you’re all in a new context with new tasks and new expectations. You’re not supposed to have it all figured out. You’re supposed to have uncertainties and questions and things to learn. Remember that they wouldn’t have accepted you to the program if they weren’t confident that you’d succeed. See our self-scripting handout for strategies to turn these affirmations into a self-script that you repeat whenever you’re experiencing doubts or other negative thoughts. You can do it!

Appreciate your successes . Not meeting a goal isn’t a failure–and it certainly doesn’t make you a failure. It’s an opportunity to figure out why you didn’t meet the goal. It might simply be that the goal wasn’t achievable in the first place. See the SMART goal handout and think through what you can adjust. Even if you meant to write 1500 words, focus on the success of writing 250 or 500 words that you didn’t have before.

Remember your “why.” There are a whole host of reasons why someone might decide to pursue a PhD, both personally and professionally. Reflecting on what is motivating to you can rekindle your sense of purpose and direction.

Get outside support . Sometimes it can be really helpful to get an outside perspective on your work and anxieties as a way of grounding yourself. Participating in groups like the Dissertation Support group through CAPS and the Dissertation Boot Camp can help you see that you’re not alone in the challenges. You might also choose to form your own writing support group with colleagues inside or outside your department.

Understand and manage your procrastination . When you’re writing a long dissertation, it can be easy to procrastinate! For instance, you might put off writing because the house “isn’t clean enough” or because you’re not in the right “space” (mentally or physically) to write, so you put off writing until the house is cleaned and everything is in its right place. You may have other ways of procrastinating. It can be helpful to be self-aware of when you’re procrastinating and to consider why you are procrastinating. It may be that you’re anxious about writing the perfect draft, for example, in which case you might consider: how can I focus on writing something that just makes progress as opposed to being “perfect”? There are lots of different ways of managing procrastination; one way is to make a schedule of all the things you already have to do (when you absolutely can’t write) to help you visualize those chunks of time when you can. See this handout on procrastination for more strategies and tools for managing procrastination.

Your topic, your advisor, and your committee: Making them work for you

By the time you’ve reached this stage, you have probably already defended a dissertation proposal, chosen an advisor, and begun working with a committee. Sometimes, however, those three elements can prove to be major external sources of frustration. So how can you manage them to help yourself be as productive as possible?

Managing your topic

Remember that your topic is not carved in stone . The research and writing plan suggested in your dissertation proposal was your best vision of the project at that time, but topics evolve as the research and writing progress. You might need to tweak your research question a bit to reduce or adjust the scope, you might pare down certain parts of the project or add others. You can discuss your thoughts on these adjustments with your advisor at your check ins.

Think about variables that could be cut down and how changes would affect the length, depth, breadth, and scholarly value of your study. Could you cut one or two experiments, case studies, regions, years, theorists, or chapters and still make a valuable contribution or, even more simply, just finish?

Talk to your advisor about any changes you might make . They may be quite sympathetic to your desire to shorten an unwieldy project and may offer suggestions.

Look at other dissertations from your department to get a sense of what the chapters should look like. Reverse-outline a few chapters so you can see if there’s a pattern of typical components and how information is sequenced. These can serve as models for your own dissertation. See this video on reverse outlining to see the technique.

Managing your advisor

Embrace your evolving status . At this stage in your graduate career, you should expect to assume some independence. By the time you finish your project, you will know more about your subject than your committee does. The student/teacher relationship you have with your advisor will necessarily change as you take this big step toward becoming their colleague.

Revisit the alliance . If the interaction with your advisor isn’t matching the original agreement or the original plan isn’t working as well as it could, schedule a conversation to revisit and redesign your working relationship in a way that could work for both of you.

Be specific in your feedback requests . Tell your advisor what kind of feedback would be most helpful to you. Sometimes an advisor can be giving unhelpful or discouraging feedback without realizing it. They might make extensive sentence-level edits when you really need conceptual feedback, or vice-versa, if you only ask generally for feedback. Letting your advisor know, very specifically, what kinds of responses will be helpful to you at different stages of the writing process can help your advisor know how to help you.

Don’t hide . Advisors can be most helpful if they know what you are working on, what problems you are experiencing, and what progress you have made. If you haven’t made the progress you were hoping for, it only makes it worse if you avoid talking to them. You rob yourself of their expertise and support, and you might start a spiral of guilt, shame, and avoidance. Even if it’s difficult, it may be better to be candid about your struggles.

Talk to other students who have the same advisor . You may find that they have developed strategies for working with your advisor that could help you communicate more effectively with them.

If you have recurring problems communicating with your advisor , you can make a change. You could change advisors completely, but a less dramatic option might be to find another committee member who might be willing to serve as a “secondary advisor” and give you the kinds of feedback and support that you may need.

Managing your committee

Design the alliance . Talk with your committee members about how much they’d like to be involved in your writing process, whether they’d like to see chapter drafts or the complete draft, how frequently they’d like to meet (or not), etc. Your advisor can guide you on how committees usually work, but think carefully about how you’d like the relationship to function too.

Keep in regular contact with your committee , even if they don’t want to see your work until it has been approved by your advisor. Let them know about fellowships you receive, fruitful research excursions, the directions your thinking is taking, and the plans you have for completion. In short, keep them aware that you are working hard and making progress. Also, look for other ways to get facetime with your committee even if it’s not a one-on-one meeting. Things like speaking with them at department events, going to colloquiums or other events they organize and/or attend regularly can help you develop a relationship that could lead to other introductions and collaborations as your career progresses.

Share your struggles . Too often, we only talk to our professors when we’re making progress and hide from them the rest of the time. If you share your frustrations or setbacks with a knowledgeable committee member, they might offer some very helpful suggestions for overcoming the obstacles you face—after all, your committee members have all written major research projects before, and they have probably solved similar problems in their own work.

Stay true to yourself . Sometimes, you just don’t entirely gel with your committee, but that’s okay. It’s important not to get too hung up on how your committee does (or doesn’t) relate to you. Keep your eye on the finish line and keep moving forward.

Helpful websites:

Graduate School Diversity Initiatives : Groups and events to support the success of students identifying with an affinity group.

Graduate School Career Well : Extensive professional development resources related to writing, research, networking, job search, etc.

CAPS Therapy Groups : CAPS offers a variety of support groups, including a dissertation support group.

Advice on Research and Writing : Lots of links on writing, public speaking, dissertation management, burnout, and more.

How to be a Good Graduate Student: Marie DesJardins’ essay talks about several phases of the graduate experience, including the dissertation. She discusses some helpful hints for staying motivated and doing consistent work.

Preparing Future Faculty : This page, a joint project of the American Association of Colleges and Universities, the Council of Graduate Schools, and the Pew Charitable Trusts, explains the Preparing Future Faculty Programs and includes links and suggestions that may help graduate students and their advisors think constructively about the process of graduate education as a step toward faculty responsibilities.

Dissertation Tips : Kjell Erik Rudestam, Ph.D. and Rae Newton, Ph.D., authors of Surviving Your Dissertation: A Comprehensive Guide to Content and Process.

The ABD Survival Guide Newsletter : Information about the ABD Survival Guide newsletter (which is free) and other services from E-Coach (many of which are not free).

You may reproduce it for non-commercial use if you use the entire handout and attribute the source: The Writing Center, University of North Carolina at Chapel Hill

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Dissertation Structure & Layout 101: How to structure your dissertation, thesis or research project.

By: Derek Jansen (MBA) Reviewed By: David Phair (PhD) | July 2019

So, you’ve got a decent understanding of what a dissertation is , you’ve chosen your topic and hopefully you’ve received approval for your research proposal . Awesome! Now its time to start the actual dissertation or thesis writing journey.

To craft a high-quality document, the very first thing you need to understand is dissertation structure . In this post, we’ll walk you through the generic dissertation structure and layout, step by step. We’ll start with the big picture, and then zoom into each chapter to briefly discuss the core contents. If you’re just starting out on your research journey, you should start with this post, which covers the big-picture process of how to write a dissertation or thesis .

*The Caveat *

In this post, we’ll be discussing a traditional dissertation/thesis structure and layout, which is generally used for social science research across universities, whether in the US, UK, Europe or Australia. However, some universities may have small variations on this structure (extra chapters, merged chapters, slightly different ordering, etc).

So, always check with your university if they have a prescribed structure or layout that they expect you to work with. If not, it’s safe to assume the structure we’ll discuss here is suitable. And even if they do have a prescribed structure, you’ll still get value from this post as we’ll explain the core contents of each section.  

Overview: S tructuring a dissertation or thesis

• Acknowledgements page
• Abstract (or executive summary)
• Table of contents , list of figures and tables
• Chapter 1: Introduction
• Chapter 2: Literature review
• Chapter 3: Methodology
• Chapter 4: Results
• Chapter 5: Discussion
• Chapter 6: Conclusion
• Reference list

As I mentioned, some universities will have slight variations on this structure. For example, they want an additional “personal reflection chapter”, or they might prefer the results and discussion chapter to be merged into one. Regardless, the overarching flow will always be the same, as this flow reflects the research process , which we discussed here – i.e.:

• The introduction chapter presents the core research question and aims .
• The literature review chapter assesses what the current research says about this question.
• The methodology, results and discussion chapters go about undertaking new research about this question.
• The conclusion chapter (attempts to) answer the core research question .

In other words, the dissertation structure and layout reflect the research process of asking a well-defined question(s), investigating, and then answering the question – see below.

To restate that – the structure and layout of a dissertation reflect the flow of the overall research process . This is essential to understand, as each chapter will make a lot more sense if you “get” this concept. If you’re not familiar with the research process, read this post before going further.

Right. Now that we’ve covered the big picture, let’s dive a little deeper into the details of each section and chapter. Oh and by the way, you can also grab our free dissertation/thesis template here to help speed things up.

The title page of your dissertation is the very first impression the marker will get of your work, so it pays to invest some time thinking about your title. But what makes for a good title? A strong title needs to be 3 things:

• Succinct (not overly lengthy or verbose)
• Specific (not vague or ambiguous)
• Representative of the research you’re undertaking (clearly linked to your research questions)

Typically, a good title includes mention of the following:

• The broader area of the research (i.e. the overarching topic)
• The specific focus of your research (i.e. your specific context)
• Indication of research design (e.g. quantitative , qualitative , or  mixed methods ).

For example:

A quantitative investigation [research design] into the antecedents of organisational trust [broader area] in the UK retail forex trading market [specific context/area of focus].

Again, some universities may have specific requirements regarding the format and structure of the title, so it’s worth double-checking expectations with your institution (if there’s no mention in the brief or study material).

Acknowledgements

This page provides you with an opportunity to say thank you to those who helped you along your research journey. Generally, it’s optional (and won’t count towards your marks), but it is academic best practice to include this.

So, who do you say thanks to? Well, there’s no prescribed requirements, but it’s common to mention the following people:

• Your dissertation supervisor or committee.
• Any professors, lecturers or academics that helped you understand the topic or methodologies.
• Any tutors, mentors or advisors.
• Your family and friends, especially spouse (for adult learners studying part-time).

There’s no need for lengthy rambling. Just state who you’re thankful to and for what (e.g. thank you to my supervisor, John Doe, for his endless patience and attentiveness) – be sincere. In terms of length, you should keep this to a page or less.

Abstract or executive summary

The dissertation abstract (or executive summary for some degrees) serves to provide the first-time reader (and marker or moderator) with a big-picture view of your research project. It should give them an understanding of the key insights and findings from the research, without them needing to read the rest of the report – in other words, it should be able to stand alone .

For it to stand alone, your abstract should cover the following key points (at a minimum):

• Your research questions and aims – what key question(s) did your research aim to answer?
• Your methodology – how did you go about investigating the topic and finding answers to your research question(s)?
• Your findings – following your own research, what did do you discover?
• Your conclusions – based on your findings, what conclusions did you draw? What answers did you find to your research question(s)?

So, in much the same way the dissertation structure mimics the research process, your abstract or executive summary should reflect the research process, from the initial stage of asking the original question to the final stage of answering that question.

In practical terms, it’s a good idea to write this section up last , once all your core chapters are complete. Otherwise, you’ll end up writing and rewriting this section multiple times (just wasting time). For a step by step guide on how to write a strong executive summary, check out this post .

Need a helping hand?

Table of contents

This section is straightforward. You’ll typically present your table of contents (TOC) first, followed by the two lists – figures and tables. I recommend that you use Microsoft Word’s automatic table of contents generator to generate your TOC. If you’re not familiar with this functionality, the video below explains it simply:

If you find that your table of contents is overly lengthy, consider removing one level of depth. Oftentimes, this can be done without detracting from the usefulness of the TOC.

Right, now that the “admin” sections are out of the way, its time to move on to your core chapters. These chapters are the heart of your dissertation and are where you’ll earn the marks. The first chapter is the introduction chapter – as you would expect, this is the time to introduce your research…

It’s important to understand that even though you’ve provided an overview of your research in your abstract, your introduction needs to be written as if the reader has not read that (remember, the abstract is essentially a standalone document). So, your introduction chapter needs to start from the very beginning, and should address the following questions:

• What will you be investigating (in plain-language, big picture-level)?
• Why is that worth investigating? How is it important to academia or business? How is it sufficiently original?
• What are your research aims and research question(s)? Note that the research questions can sometimes be presented at the end of the literature review (next chapter).
• What is the scope of your study? In other words, what will and won’t you cover ?
• How will you approach your research? In other words, what methodology will you adopt?
• How will you structure your dissertation? What are the core chapters and what will you do in each of them?

These are just the bare basic requirements for your intro chapter. Some universities will want additional bells and whistles in the intro chapter, so be sure to carefully read your brief or consult your research supervisor.

If done right, your introduction chapter will set a clear direction for the rest of your dissertation. Specifically, it will make it clear to the reader (and marker) exactly what you’ll be investigating, why that’s important, and how you’ll be going about the investigation. Conversely, if your introduction chapter leaves a first-time reader wondering what exactly you’ll be researching, you’ve still got some work to do.

Now that you’ve set a clear direction with your introduction chapter, the next step is the literature review . In this section, you will analyse the existing research (typically academic journal articles and high-quality industry publications), with a view to understanding the following questions:

• What does the literature currently say about the topic you’re investigating?
• Is the literature lacking or well established? Is it divided or in disagreement?
• How does your research fit into the bigger picture?
• How does your research contribute something original?
• How does the methodology of previous studies help you develop your own?

Depending on the nature of your study, you may also present a conceptual framework towards the end of your literature review, which you will then test in your actual research.

Again, some universities will want you to focus on some of these areas more than others, some will have additional or fewer requirements, and so on. Therefore, as always, its important to review your brief and/or discuss with your supervisor, so that you know exactly what’s expected of your literature review chapter.

Now that you’ve investigated the current state of knowledge in your literature review chapter and are familiar with the existing key theories, models and frameworks, its time to design your own research. Enter the methodology chapter – the most “science-ey” of the chapters…

In this chapter, you need to address two critical questions:

• Exactly HOW will you carry out your research (i.e. what is your intended research design)?
• Exactly WHY have you chosen to do things this way (i.e. how do you justify your design)?

Remember, the dissertation part of your degree is first and foremost about developing and demonstrating research skills . Therefore, the markers want to see that you know which methods to use, can clearly articulate why you’ve chosen then, and know how to deploy them effectively.

Importantly, this chapter requires detail – don’t hold back on the specifics. State exactly what you’ll be doing, with who, when, for how long, etc. Moreover, for every design choice you make, make sure you justify it.

In practice, you will likely end up coming back to this chapter once you’ve undertaken all your data collection and analysis, and revise it based on changes you made during the analysis phase. This is perfectly fine. Its natural for you to add an additional analysis technique, scrap an old one, etc based on where your data lead you. Of course, I’m talking about small changes here – not a fundamental switch from qualitative to quantitative, which will likely send your supervisor in a spin!

You’ve now collected your data and undertaken your analysis, whether qualitative, quantitative or mixed methods. In this chapter, you’ll present the raw results of your analysis . For example, in the case of a quant study, you’ll present the demographic data, descriptive statistics, inferential statistics , etc.

Typically, Chapter 4 is simply a presentation and description of the data, not a discussion of the meaning of the data. In other words, it’s descriptive, rather than analytical – the meaning is discussed in Chapter 5. However, some universities will want you to combine chapters 4 and 5, so that you both present and interpret the meaning of the data at the same time. Check with your institution what their preference is.

Now that you’ve presented the data analysis results, its time to interpret and analyse them. In other words, its time to discuss what they mean, especially in relation to your research question(s).

What you discuss here will depend largely on your chosen methodology. For example, if you’ve gone the quantitative route, you might discuss the relationships between variables . If you’ve gone the qualitative route, you might discuss key themes and the meanings thereof. It all depends on what your research design choices were.

Most importantly, you need to discuss your results in relation to your research questions and aims, as well as the existing literature. What do the results tell you about your research questions? Are they aligned with the existing research or at odds? If so, why might this be? Dig deep into your findings and explain what the findings suggest, in plain English.

The final chapter – you’ve made it! Now that you’ve discussed your interpretation of the results, its time to bring it back to the beginning with the conclusion chapter . In other words, its time to (attempt to) answer your original research question s (from way back in chapter 1). Clearly state what your conclusions are in terms of your research questions. This might feel a bit repetitive, as you would have touched on this in the previous chapter, but its important to bring the discussion full circle and explicitly state your answer(s) to the research question(s).

Next, you’ll typically discuss the implications of your findings? In other words, you’ve answered your research questions – but what does this mean for the real world (or even for academia)? What should now be done differently, given the new insight you’ve generated?

Lastly, you should discuss the limitations of your research, as well as what this means for future research in the area. No study is perfect, especially not a Masters-level. Discuss the shortcomings of your research. Perhaps your methodology was limited, perhaps your sample size was small or not representative, etc, etc. Don’t be afraid to critique your work – the markers want to see that you can identify the limitations of your work. This is a strength, not a weakness. Be brutal!

This marks the end of your core chapters – woohoo! From here on out, it’s pretty smooth sailing.

The reference list is straightforward. It should contain a list of all resources cited in your dissertation, in the required format, e.g. APA , Harvard, etc.

It’s essential that you use reference management software for your dissertation. Do NOT try handle your referencing manually – its far too error prone. On a reference list of multiple pages, you’re going to make mistake. To this end, I suggest considering either Mendeley or Zotero. Both are free and provide a very straightforward interface to ensure that your referencing is 100% on point. I’ve included a simple how-to video for the Mendeley software (my personal favourite) below:

Some universities may ask you to include a bibliography, as opposed to a reference list. These two things are not the same . A bibliography is similar to a reference list, except that it also includes resources which informed your thinking but were not directly cited in your dissertation. So, double-check your brief and make sure you use the right one.

The very last piece of the puzzle is the appendix or set of appendices. This is where you’ll include any supporting data and evidence. Importantly, supporting is the keyword here.

Your appendices should provide additional “nice to know”, depth-adding information, which is not critical to the core analysis. Appendices should not be used as a way to cut down word count (see this post which covers how to reduce word count ). In other words, don’t place content that is critical to the core analysis here, just to save word count. You will not earn marks on any content in the appendices, so don’t try to play the system!

Time to recap…

And there you have it – the traditional dissertation structure and layout, from A-Z. To recap, the core structure for a dissertation or thesis is (typically) as follows:

• Acknowledgments page

Most importantly, the core chapters should reflect the research process (asking, investigating and answering your research question). Moreover, the research question(s) should form the golden thread throughout your dissertation structure. Everything should revolve around the research questions, and as you’ve seen, they should form both the start point (i.e. introduction chapter) and the endpoint (i.e. conclusion chapter).

I hope this post has provided you with clarity about the traditional dissertation/thesis structure and layout. If you have any questions or comments, please leave a comment below, or feel free to get in touch with us. Also, be sure to check out the rest of the  Grad Coach Blog .

Psst... there’s more!

This post was based on one of our popular Research Bootcamps . If you're working on a research project, you'll definitely want to check this out ...

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36 Comments

many thanks i found it very useful

Glad to hear that, Arun. Good luck writing your dissertation.

Such clear practical logical advice. I very much needed to read this to keep me focused in stead of fretting.. Perfect now ready to start my research!

what about scientific fields like computer or engineering thesis what is the difference in the structure? thank you very much

Thanks so much this helped me a lot!

Very helpful and accessible. What I like most is how practical the advice is along with helpful tools/ links.

Thanks Ade!

Thank you so much sir.. It was really helpful..

You’re welcome!

Hi! How many words maximum should contain the abstract?

Thank you so much 😊 Find this at the right moment

You’re most welcome. Good luck with your dissertation.

best ever benefit i got on right time thank you

Many times Clarity and vision of destination of dissertation is what makes the difference between good ,average and great researchers the same way a great automobile driver is fast with clarity of address and Clear weather conditions .

I guess Great researcher = great ideas + knowledge + great and fast data collection and modeling + great writing + high clarity on all these

You have given immense clarity from start to end.

Morning. Where will I write the definitions of what I’m referring to in my report?

Thank you so much Derek, I was almost lost! Thanks a tonnnn! Have a great day!

Thanks ! so concise and valuable

This was very helpful. Clear and concise. I know exactly what to do now.

Thank you for allowing me to go through briefly. I hope to find time to continue.

Really useful to me. Thanks a thousand times

Very interesting! It will definitely set me and many more for success. highly recommended.

Thank you soo much sir, for the opportunity to express my skills

Usefull, thanks a lot. Really clear

Very nice and easy to understand. Thank you .

That was incredibly useful. Thanks Grad Coach Crew!

My stress level just dropped at least 15 points after watching this. Just starting my thesis for my grad program and I feel a lot more capable now! Thanks for such a clear and helpful video, Emma and the GradCoach team!

Do we need to mention the number of words the dissertation contains in the main document?

It depends on your university’s requirements, so it would be best to check with them 🙂

Such a helpful post to help me get started with structuring my masters dissertation, thank you!

Great video; I appreciate that helpful information

It is so necessary or avital course

This blog is very informative for my research. Thank you

Doctoral students are required to fill out the National Research Council’s Survey of Earned Doctorates

wow this is an amazing gain in my life

This is so good

How can i arrange my specific objectives in my dissertation?

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Research Methods for Dissertation – Types with Comparison

Published by Carmen Troy at August 13th, 2021 , Revised On June 14, 2023

Introduction

“Research methods for a dissertation refer to the specific approaches, procedures, and techniques employed by researchers to investigate and gather data for their dissertation projects.”

These methods provide a systematic and structured framework for conducting research, ensuring the reliability, validity, and rigour of the study.

What are the different research methods for the dissertation, and which one should I use?

Choosing the right research method for a dissertation is a grinding and perplexing aspect of the dissertation research process. A well-defined  research methodology  helps you conduct your research in the right direction, validates the  results  of your research, and makes sure that the study you’re conducting answers the set  research questions .

The research  title,  research questions,  hypothesis , objectives, and study area generally determine the best research method in the dissertation.

This post’s primary purpose is to highlight what these different  types of research  methods involve and how you should decide which type of research fits the bill. As you read through this article, think about which one of these research methods will be the most appropriate for your research.

The practical, personal, and academic reasons for choosing any particular method of research are also analysed. You will find our explanation of experimental , descriptive , historical , quantitative , qualitative , and mixed research methods useful regardless of your field of study.

While choosing the right method of research for your own research, you need to:

• Understand the difference between research methods and  methodology .
• Think about your research topic, research questions, and research objectives to make an intelligent decision.
• Know about various types of research methods so that you can choose the most suitable and convenient method as per your research requirements.

Research Methodology Vs. Research Methods

A well-defined  research methodology  helps you conduct your research in the right direction, validates the  results  of your research, and makes sure that the study you are conducting answers the set  research questions .

Research methods are the techniques and procedures used for conducting research. Choosing the right research method for your writing is an important aspect of the  research process .

You need to either collect data or talk to the people while conducting any research. The research methods can be classified based on this distinction.

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Types of Research Methods

Research methods are broadly divided into six main categories.

Experimental Research Methods

Descriptive research methods, historical research methods, quantitative research methods, qualitative research methods, mixed methods of research.

Experimental research  includes the experiments conducted in the laboratory or observation under controlled conditions. Researchers try to study human behavior by performing various experiments. Experiments can vary from personal and informal natural comparisons. It includes three  types of variables;

• Independent variable
• Dependent variable
• Controlled variable

Types of Experimental Methods

Laboratory experiments

The experiments were conducted in the laboratory. Researchers have control over the variables of the experiment.

Field experiment

The experiments were conducted in the open field and environment of the participants by incorporating a few artificial changes. Researchers do not have control over variables under measurement. Participants know that they are taking part in the experiment.

Natural experiments

The experiment is conducted in the natural environment of the participants. The participants are generally not informed about the experiment being conducted on them.

Example : Estimating the health condition of the population.

Quasi-experiments

A quasi-experiment is an experiment that takes advantage of natural occurrences. Researchers cannot assign random participants to groups.

Example: Comparing the academic performance of the two schools.

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Descriptive research aims at collecting the information to answer the current affairs. It follows the Ex post facto research, which predicts the possible reasons behind the situation that has already occurred. It aims to answer questions like how, what, when, where, and what rather than ‘why.’

In  historical research , an investigator collects, analyses the information to understand, describe, and explain the events that occurred in the past. Researchers try to find out what happened exactly during a certain period of time as accurately and as closely as possible. It does not allow any manipulation or control of variables.

Quantitative research  is associated with numerical data or data that can be measured. It is used to study a large group of population. The information is gathered by performing statistical, mathematical, or computational techniques.

Quantitative research isn’t simply based on  statistical analysis or quantitative techniques but rather uses a certain approach to theory to address research hypotheses or research questions, establish an appropriate research methodology, and draw findings &  conclusions .

Some most commonly employed quantitative research strategies include data-driven dissertations, theory-driven studies, and reflection-driven research. Regardless of the chosen approach, there are some common quantitative research features as listed below.

• Quantitative research is based on testing or building on existing theories proposed by other researchers whilst taking a reflective or extensive route.
• Quantitative research aims to test the research hypothesis or answer established research questions.
• It is primarily justified by positivist or post-positivist research paradigms.
• The  research design can be relationship-based, quasi-experimental, experimental, or descriptive.
• It draws on a small sample to make generalisations to a wider population using probability sampling techniques.
• Quantitative data is gathered according to the established research questions and using research vehicles such as structured observation, structured interviews, surveys, questionnaires, and laboratory results.
• The researcher uses  statistical analysis  tools and techniques to measure variables and gather inferential or descriptive data. In some cases, your tutor or members of the dissertation committee might find it easier to verify your study results with numbers and statistical analysis.
• The accuracy of the study results is based on external and internal validity and the authenticity of the data used.
• Quantitative research answers research questions or tests the hypothesis using charts, graphs, tables, data, and statements.
• It underpins  research questions  or hypotheses and findings to make conclusions.
• The researcher can provide recommendations for future research and expand or test existing theories.

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It is a type of scientific research where a researcher collects evidence to seek answers to a  question . It is associated with studying human behaviour from an informative perspective. It aims at obtaining in-depth details of the problem.

As the term suggests,  qualitative research  is based on qualitative research methods, including participants’ observations, focus groups, and unstructured interviews.

Qualitative research is very different in nature when compared to quantitative research. It takes an established path towards the  research process , how  research questions  are set up, how existing theories are built upon, what research methods are employed, and how the  findings  are unveiled to the readers.

You may adopt conventional methods, including phenomenological research, narrative-based research, grounded theory research,  ethnographies ,  case studies , and auto-ethnographies.

Again, regardless of the chosen approach to qualitative research, your dissertation will have unique key features as listed below.

• The research questions that you aim to answer will expand or even change as the  dissertation writing process continues. This aspect of the research is typically known as an emergent design where the research objectives evolve with time.
• Qualitative research may use existing theories to cultivate new theoretical understandings or fall back on existing theories to support the research process. However, the original goal of testing a certain theoretical understanding remains the same.
• It can be based on various research models, such as critical theory, constructivism, and interpretivism.
• The chosen research design largely influences the analysis and discussion of results and the choices you make. Research design depends on the adopted research path: phenomenological research, narrative-based research, grounded theory-based research, ethnography, case study-based research, or auto-ethnography.
• Qualitative research answers research questions with theoretical sampling, where data gathered from an organisation or people are studied.
• It involves various research methods to gather qualitative data from participants belonging to the field of study. As indicated previously, some of the most notable qualitative research methods include participant observation, focus groups, and unstructured  interviews .
• It incorporates an  inductive process where the researcher analyses and understands the data through his own eyes and judgments to identify concepts and themes that comprehensively depict the researched material.
• The key quality characteristics of qualitative research are transferability, conformity, confirmability, and reliability.
• Results and discussions are largely based on narratives, case study and personal experiences, which help detect inconsistencies, observations, processes, and ideas.s
• Qualitative research discusses theoretical concepts obtained from the results whilst taking research questions and/or hypotheses  to draw general  conclusions .

Now that you know the unique differences between quantitative and qualitative research methods, you may want to learn a bit about primary and secondary research methods.

Here is an article that will help you  distinguish between primary and secondary research and decide whether you need to use quantitative and/or qualitative primary research methods in your dissertation.

Alternatively, you can base your dissertation on secondary research, which is descriptive and explanatory in essence.

Types of Qualitative Research Methods

Action research

Action research  aims at finding an immediate solution to a problem. The researchers can also act as the participants of the research. It is used in the educational field.

A  case study  includes data collection from multiple sources over time. It is widely used in social sciences to study the underlying information, organisation, community, or event. It does not provide any solution to the problem. Researchers cannot act as the participants of the research.

Ethnography

In  this type of research, the researcher examines the people in their natural environment. Ethnographers spend time with people to study people and their culture closely. They can consult the literature before conducting the study.

When you combine quantitative and qualitative methods of research, the resulting approach becomes mixed methods of research.

Over the last few decades, much of the research in academia has been conducted using mixed methods because of the greater legitimacy this particular technique has gained for several reasons including the feeling that combining the two types of research can provide holistic and more dependable results.

Here is what mixed methods of research involve:

• Interpreting and investigating the information gathered through quantitative and qualitative techniques.
• There could be more than one stage of research. Depending on the research topic, occasionally it would be more appropriate to perform qualitative research in the first stage to figure out and investigate a problem to unveil key themes; and conduct quantitative research in stage two of the process for measuring relationships between the themes.

Note: However, this method has one prominent limitation, which is, as previously mentioned, combining qualitative and quantitative research can be difficult because they both are different in terms of design and approach. In many ways, they are contrasting styles of research, and so care must be exercised when basing your dissertation on mixed methods of research.

When choosing a research method for your own dissertation, it would make sense to carefully think about your  research topic ,  research questions , and research objectives to make an intelligent decision in terms of the philosophy of  research design .

Dissertations based on mixed methods of research can be the hardest to tackle even for PhD students.

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Please Find Below an Example of Research Methods Section in a Dissertation or Thesis.

Background and Problem

Diversity management became prominent in the late twentieth century, with foundations in America. Historically homogeneous or nondiverse nations, such as Finland, have not yet experienced the issues associated with rising cultural and ethnic diversity in the workforce. Regardless of the environment, workforce diversity garners greater attention and is characterised by its expanding relevance due to globalised and international companies, global and national worker mobility, demographic shifts, or enhancing productivity.

As a result, challenges of diversity management have been handled through legal, financial, and moral pressures (Hayes et al., 2020). The evolving structure of the working population in terms of language, ethnic background, maturity level, faith, or ethnocultural history is said to pose a challenge to human resource management (HRM) in utilising diversity: the understanding, abilities, and expertise prospects of the entire workforce to deal with possible developments.

The European approach to diversity management is regarded as growing. However, it is found to emphasise the relationship to business and lack competence in diversity management problems. Mass immigration concentrates variety, sometimes treated as cultural minority issues, implying the normalisation of anti-discrimination actions (Yadav and Lenka, 2020).

These causes, in turn, have provided the basis of comprehensive diversity research, which has generated different theories, frameworks, concepts, and guidelines from interdisciplinary viewpoints, such as industrial and organisational psychology and behaviour (OB), cultural studies, anthropology, migration, economics, postcolonialism, and so on. And in the form of international, social and cultural, organisational, group, and individual scale diversity analysis. This dissertation focuses on diversity concerns from impression management, specifically from HRM as an executive-level phenomenon (Seliverstova, 2021).

As conceptual frameworks, organisational structures concentrating on the production of diversity and social psychology, notably social identity theory with diverse ‘identities’ of persons or intergroup connections, are primarily employed. The study’s primary goal in the workplace is to discover inequities or examine the effects of diversity on workplace outcomes.

Individual study interests include behaviours, emotions, intelligence, intercultural skills or competencies, while group research interests include group dynamics, intergroup interactions, effectiveness, and cooperation or collaboration. Organisational studies address themes such as workforce composition, workplace equality, and diversity challenges and how they may be managed accordingly. Domestic diversity, omitting national distinctions, or global diversity, about diverse country cultures, might be studied further (AYDIN and ÖZEREN, 2018).

Diversity is a context-dependent, particular, comparative, complicated, plural phrase or idea with varying interpretations in different organisations and cultures and no unified definition. As a result, in addition to many internal and external elements, diversity may be managed, individuals taught, and organisations have grown in various ways. This dissertation considers diversity in an organisational environment as a construct of ‘differences’ to be handled (Cummings, 2018).

Various management systems have grown in stages, bringing diverse diversity management concepts. Equality/equal opportunities (EO) legislation and diversity management are the two conventional approaches and primary streams with differing theoretical foundations for managing and dealing with workforce diversity challenges (DM).

These approaches relate to whether diversity is handled by increasing sameness by legal pressures or by voluntarily respecting people’s differences, which shows an organisation’s responsiveness and proactivity toward managing diversity. But most of the literature in this area has avoided the impression management theories (Coad and Guenther, 2014). Therefore, this study will add a new dimension in this area by introducing impression management analysis.

Research Aim and Objectives

This research aims to analyse the impact of organisational structure on human resources diversification from the viewpoint of impression managerial theory. It has the following objectives:

• It will examine the existing impression management literature to draw insights into the relationship under consideration.
• It will identify various factors such as competency, social inclusion, etc., affecting the management’s decision to recruit diverse human resources.
• It will recommend appropriate organisational structures and HR policies to improve diversification of HR by reviewing impression management theories.

Research Questions

This research will answer the following questions:

• How does organisational structure affect human resources diversification from the viewpoint of impression managerial theory?
• What factors such as competency, social inclusion, etc., affect the management decision to recruit diverse human resources?
• What are appropriate organisational structures and HR policies to improve diversification of HR by reviewing impression management theories?

Research Hypothesis

The organisational structure significantly impacts the recruitment of diverse human resources.

Literature Review

According to Staniec and Zakrzewska-Bielawska (2010), considering strategy-oriented activities and organisational components are the critical foundation in the organisational structure required to align structure strategy. Each company’s internal organisation is somewhat distinctive, resulting from various corporate initiatives and historical conditions.

Furthermore, each design is based on essential success elements and vital tasks inherent in the firm plan. This article offers empirical research on unique organisational structure elements in Polish firms in the context of concentration and diversification tactics. And companies that adopted concentration techniques mainly used functional organisational structures.

Tasks were primarily classified and categorised based on functions and phases of the technical process, with coordination based on hierarchy. Jobs were also highly centralised and formalised. Organisational structures of an active type were also prevalent in many firms. Only a handful of the evaluated organisations possessed flexible contemporary divisional or matrix structures appropriate to differentiation. However, it appears that even such organisations should adjust their organisational solutions to perform successfully in an immensely complex and chaotic environment.

Similarly, according to Yang and Konrad (2011), diversity management techniques are the institutionalised methods created and applied by organisations to manage diversity among all organisational shareholders. They examined the existing research on the causes and significance of diversity management approaches.

They construct a research model indicating many potential routes for future study using institutional and resource-based theories. They also offer prospective avenues for study on diversity management techniques to further the two theoretical viewpoints. The findings indicate that research on diverse management practises might provide perceptions into the two ideologies. Diversity management provides a method for reconciling the agency vs structure issue for institutional concept.

Furthermore, diversity management is a suitable framework for studying how institutional pressures are translated into organisational action and the relationship between complying with institutional mandates and attaining high performance. Research on diversity management raises the importance of environmental normative elements in resource-based reasoning.

It allows for exploring essential resource sources and the co-evolution of diversity resources and management capacities, potentially developing dynamic resource-based theory. Furthermore, a review of the existing research on diversity management practices reveals that research in this field has nearly entirely concentrated on employee-related activities.

However, in establishing the idea of diversity management practises, we included the practises that companies put in place to manage diversity across all stakeholder groups on purpose. Management techniques for engaging with consumers, dealers, supervisors, board directors, and community members are critical for meeting institutional theory’s social and normative commitments.

Moreover, according to Sippola (2014), this research looks at diversity management from the standpoint of HRM. The study aims to discover the effects of expanding workforce diversity on HRM inside firms. This goal will be accomplished through four papers examining diversity management’s impacts on HRM from various viewpoints and mostly in longitudinal contexts.

The purpose of the first article, as a pilot survey, is to determine the reasons, advantages, and problems of rising cultural diversity and the consequences for HRM to get a preliminary grasp of the issue in the specific setting. According to the report, diversity is vital for productivity but is not often emphasised in HRM strategy.

The key areas that were changed were acquisition, development, and growth. The second article examines how different diversity management paradigms recognised in businesses affect HRM. It offers an experimentally verified typology that explains reactive or proactive strategic and operational level HRM activities in light of four alternative diversity management perspectives.

The third essay will examine how a ‘working culture bridge group’ strategy fosters and enhances workplace diversity. The research looks into how development goals are defined, what training and development techniques are used, and the consequences and causal factors when an analysis measures the training and development approach.

The primary goal of article four is to establish which components of diversity management design are globally integrated into multinational corporations (MNCs) and which integrating (delivery) methods are employed to facilitate it. Another goal is to identify the institutional problems faced by the Finnish national diversity setting during the integration process.

The findings show that the example organisation achieved more excellent global uniformity at the level of diversification concept through effective use of multiple frameworks but was forced to rely on a more multinational approach to implementing diversification policies and procedures. The difficulties faced emphasised the distinctiveness of Finland’s cognitive and normative institutional setting for diversity.

Furthermore, according to Guillaume et al. (2017), to compensate for the dual-edged character of demographic workplace diversity impacts on social inclusion, competence, and well-being-related factors, research has shifted away from straightforward main effect methods and begun to investigate factors that moderate these effects.

While there is no shortage of primary research on the circumstances that lead to favourable or poor results, it is unknown which contextual elements make it work. Using the Classification framework as a theoretical lens, they examine variables that moderate the impacts of workplace diversity on social integration, performance, and well-being outcomes, emphasising characteristics that organisations and managers can influence.

They suggest future study directions and end with practical applications. They concluded that faultlines, cross-categorisation, and status variations across demographic groupings highlight variety. Cross-categorisation has been proven to reduce intergroup prejudice while promoting social inclusion, competence, and well-being. Whether faultlines and subgroup status inequalities promote negative or good intergroup interactions and hinder social integration, performance, and well-being depends on whether situational factors encourage negative or positive intergroup connections. The impacts were not mitigated by team size or diversity type.

Furthermore, our data demonstrate that task characteristics are essential for workgroup diversity. Any demographic diversity in workgroups can promote creativity, but only when combined with task-relevant expertise improves the performance of teams undertaking complicated tasks. The type of team and the industrial context do not appear to play an effect. It is unclear if these findings apply to relational demography and organisational diversity impacts. There is some evidence that, under some settings, relational demography may increase creativity, and, as previously said, demographic variety may help firms function in growth-oriented strategy contexts.

Likewise, according to Ali, Tawfeq, and Dler (2020), diversity management refers to organisational strategies that strive to increase the integration of people from diverse backgrounds into the framework of corporate goals. Organisations should develop productive ways to implement diversity management (DM) policies to establish a creative enterprise that can enhance their operations, goods, and services.

Furthermore, human resource management HRM is a clever tool for any firm to manage resources within the company. As a result, this article explores the link between DM, HR policies, and workers’ creative work-related behaviours in firms in Kurdistan’s Fayoum city. According to the questionnaire, two hypotheses were tested: the influence of HRM on diversity management, HRM on innovation, and the impact of diversity management on innovation.

The first premise is that workplace diversity changes the nature of working relationships, how supervisors and managers connect, and how workers respond to one another. It also addresses human resource functions such as record-keeping, training, recruiting, and employee competence needs. The last premise on the influence of diversity management on innovation is that workplace diversity assists a business in hiring a diverse range of personnel.

In other words, a vibrant population need individuals of varied personalities. Workplace diversity refers to a company’s workforce consisting of employees of various genders, ages, faiths, races, ethnicities, cultural backgrounds, religions, dialects, training, capabilities, etc. According to the study’s findings, human resource management strategies have a substantial influence on diversity management.

Second, diversity management was found to have a considerable impact on creativity. Finally, human resource management techniques influenced innovation significantly. Based on the findings, it was discovered that diversity management had a more significant influence on creation than human resource management.

Lastly, according to Li et al. (2021), the universal trend of rising workplace age diversity has increased the study focus on the organisational effects of age-diverse workforces. Prior research has mainly concentrated on the statistical association between age diversity and organisational success rather than experimentally examining the probable processes behind this relationship.

They argue that age diversity influences organisational performance through human and social capital using an intellectual capital paradigm. Moreover, they investigate workplace functional diversity and age-inclusive management as two confounding factors affecting the benefits of age diversity on physical and human capital.

Their hypotheses were evaluated using data from the Association for Human Resource Management’s major manager-reported workplace survey. Age diversity was favourably linked with organisational performance via the mediation of higher human and social capital. Furthermore, functional diversity and age-inclusive management exacerbated the favourable benefits of age variety on human and social capital. Their study gives insight into how age-diverse workforces might generate value by nurturing knowledge-based organisational resources.

Research Gap/ Contribution

Although there is a vast body of research in diversity in the human resource management area, many researchers explored various dimensions. But no study explicitly discovers the impact of organisational culture on human resource diversification. Moreover, no researchers examined the scope of impression management in this context.

Therefore, this research will fill this considerable literature gap by finding the direct impact of organisational structure on human resource diversification. Secondly, by introducing a new dimension of impression management theory. It will open new avenues for research in this area, and it will help HR managers to formulate better policies for a more inclusive organisational structure.

Research Methodology

It will be mixed quantitative and qualitative research based on the secondary data collected through different research journals and case studies of various companies. Firstly, the quantitative analysis will be conducted through a regression analysis to show the organisational structure’s impact on human resource diversification.

The dummy variable will be used to show organisational structure, and diversification will be captured through the ethnic backgrounds of the employees. Moreover, different variables will be added to the model, such as competency, social inclusion, etc. It will fulfil the objective of identifying various factors which affect the management decision to recruit diverse human resources. Secondly, a systematic review of the literature will be conducted for qualitative analysis to add the impression management dimension to the research. Google Scholar, JSTOR, Scopus, etc., will be used to search keywords such as human resource diversity, impression management, and organisation structure.

Research Limitation

Although research offers a comprehensive empirical analysis on the relationship under consideration due to lack of resources, the study is limited to secondary data. It would be better if the research would’ve been conducted on the primary data collected through the organisations. That would’ve captured the actual views of the working professionals. It would’ve increased the validity of the research.

Ali, M., Tawfeq, A., & Dler, S. (2020). Relationship between Diversity Management and Human Resource Management: Their Effects on Employee Innovation in the Organizations. Black Sea Journal of Management and Marketing, 1 (2), 36-44.

AYDIN, E., & ÖZEREN, E. (2018). Rethinking workforce diversity research through critical perspectives: emerging patterns and research agenda. Business & Management Studies: An International Journal, 6 (3), 650-670.

Coad, A., & Guenther, C. (2014). Processes of firm growth and diversification: theory and evidence. Small Business Economics, 43 (4), 857-871.

Cummings, V. (2018). Economic Diversification and Empowerment of Local Human Resources: Could Singapore Be a Model for the GCC Countries?. In. Economic Diversification in the Gulf Region, II , 241-260.

Guillaume, Y., Dawson, J., Otaye‐Ebede, L., Woods, S., & West, M. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity? Journal of Organizational Behavior, 38 (2), 276-303.

Hayes, T., Oltman, K., Kaylor, L., & Belgudri, A. (2020). How leaders can become more committed to diversity management. Consulting Psychology Journal: Practice and Research, 72 (4), 247.

Li, Y., Gong, Y., Burmeister, A., Wang, M., Alterman, V., Alonso, A., & Robinson, S. (2021). Leveraging age diversity for organizational performance: An intellectual capital perspective. Journal of Applied Psychology, 106 (1), 71.

Seliverstova, Y. (2021). Workforce diversity management: a systematic literature review. Strategic Management, 26 (2), 3-11.

Sippola, A. (2014). Essays on human resource management perspectives on diversity management. Vaasan yliopisto.

Staniec, I., & Zakrzewska-Bielawska, A. (2010). Organizational structure in the view of single business concentration and diversification strategies—empirical study results. Recent advances in management, marketing, finances. WSEAS Press, Penang, Malaysia .

Yadav, S., & Lenka, U. (2020). Diversity management: a systematic review. Equality, Diversity and Inclusion: An International Journal .

Yang, Y., & Konrad, A. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36 (1), 6-38.

FAQs About Research Methods for Dissertations

What is the difference between research methodology and research methods.

Research methodology helps you conduct your research in the right direction, validates the results of your research and makes sure that the study you are conducting answers the set research questions.

Research methods are the techniques and procedures used for conducting research. Choosing the right research method for your writing is an important aspect of the research process.

What are the types of research methods?

The types of research methods include:

•     Experimental research methods.
•     Descriptive research methods
•     Historical Research methods

What is a quantitative research method?

Quantitative research is associated with numerical data or data that can be measured. It is used to study a large group of population. The information is gathered by performing statistical, mathematical, or computational techniques.

What is a qualitative research method?

It is a type of scientific research where a researcher collects evidence to seek answers to a question . It is associated with studying human behavior from an informative perspective. It aims at obtaining in-depth details of the problem.

What is meant by mixed methods research?

Mixed methods of research involve:

• There could be more than one stage of research. Depending on the research topic, occasionally, it would be more appropriate to perform qualitative research in the first stage to figure out and investigate a problem to unveil key themes; and conduct quantitative research in stage two of the process for measuring relationships between the themes.

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A hypothesis is a research question that has to be proved correct or incorrect through hypothesis testing – a scientific approach to test a hypothesis.

Quantitative research is associated with measurable numerical data. Qualitative research is where a researcher collects evidence to seek answers to a question.

A survey includes questions relevant to the research topic. The participants are selected, and the questionnaire is distributed to collect the data.

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Students in the program are expected to master graduate-level microeconomic theory and econometrics. In addition, they are expected to devote substantial time to mastering one additional complementary discipline, such as psychology, sociology, or political science, and developing expertise in research methodologies suited to their particular interests, such as qualitative analysis, designing effective fieldwork, and analysis of survey data.

Students in the Strategy doctoral program work closely with faculty in the Strategy Unit. In addition to the doctoral program in Strategy, the Strategy unit offers a program in Business Economics , which is designed to attract students interested in pursuing research using a purely economics-based methodology.

Curriculum & Coursework

Our programs are full-time degree programs which officially begin in August. Students are expected to complete their program in five years. Typically, the first two years are spent on coursework, at the end of which students take a field exam, and then another three years on dissertation research and writing.

The program requires a minimum of 13 semester long doctoral courses. Students in the Strategy program complete courses in the areas of business management theory, economic theory, quantitative research methods, academic field seminars, and two MBA elective curriculum courses. In addition to HBS courses, students may take courses at other Harvard Schools and MIT.

Research & Dissertation

Students in strategy begin research in their first year typically by working with a faculty member. By their third and fourth years, most students are launched on a solid research and publication stream. The dissertation may take the form of three publishable papers or one longer dissertation.

Examples of thesis research include: the relationship between non-market experience and the use and outcome of patent strategies by pharmaceutical firms; the antecedents and consequences of corporate strategy decision-making, specifically focusing on divestitures and governance; the impact of religion on individual financial choices and institutional structures; innovation in emerging markets; and the causal effect of incentive policy reform, expatriates and social relationships on innovation.

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Dissertation writing is a most responsible but thrilling task. It's a significant milestone in your academic career that demands careful planning and a strong research strategy. 

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Developing a well-defined research strategy is crucial to ensure your dissertation is focused, well-supported, and stands out in the realm of scholarly work.

In this blog post, we'll explore the key steps to help you design an effective research strategy for your dissertation. So let's dive in!

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What is research strategy for dissertation .

Research strategy in a dissertation refers to a well-thought-out plan that guides your entire research process. It's like a roadmap that helps you navigate your study's complexities. Using short sentences, let's explore what a research strategy for a dissertation entails.

A well-developed research strategy contributes to the credibility and validity of your dissertation. It demonstrates your ability to think critically, plan meticulously, and conduct rigorous research.

It encompasses planning your research approach, conducting a literature review, defining objectives, selecting a methodology, considering ethical aspects, remaining flexible, and maintaining academic rigour. It's your guiding compass on the exciting journey of completing a successful dissertation.

Step-by-Step Guide: Crafting an Effective Research Strategy for Dissertation

To win a dissertation goal, you need to follow an amazing research strategy. Here are some strategies to help you:

Step 1: Define Your Research Question

Short, concise sentences are the key to a solid research strategy. Start by formulating a clear and specific research question that encapsulates the essence of your study. It should be focused and manageable, allowing you to explore the topic thoroughly within the scope of your dissertation.

Step 2: Conduct a Comprehensive Literature Review

Delve into existing scholarly work to gain a solid understanding of the current state of knowledge in your field. Short sentences can help you convey the importance of a comprehensive literature review .

Identify key theories, methodologies , and gaps in the existing research that your dissertation aims to address. This will provide a solid foundation for your own study and help you situate your research within the broader academic landscape.

Step 3: Choose an Appropriate Research Methodology 

Selecting the right research methodology is essential to gather relevant data and answer your research question effectively. Keep your sentences concise and straightforward as you explain your chosen methodology. 

Whether you opt for quantitative , qualitative , or mixed methods, ensure it aligns with your research question , data collection capabilities, and overall objectives.

Step 4: Determine Your Data Collection Methods

You need to collect appropriate data to support your research and draw meaningful conclusions. Use short sentences to discuss the data collection methods you plan to employ. 

Consider surveys, interviews, experiments, observations, or archival research, depending on the nature of your research question and available resources. Be sure to explain how these methods will provide the necessary information to answer your research question.

Step 5: Analyze and Interpret Your Findings

Once you have gathered your data, short sentences can help you convey the importance of data analysis and interpretation. Utilise statistical software, thematic analysis , or other appropriate techniques to analyse your data effectively. 

Interpret your findings within the context of your research question and the existing literature, highlighting any significant contributions or implications they may have.

Step 6: Discuss Limitations and Future Research Directions

Transparently acknowledging the limitations of your study is vital in maintaining the credibility of your dissertation. Use short sentences to address any potential constraints or challenges you encountered during the research process. 

Additionally, suggest areas for future research that can build upon your work and expand the knowledge in your field.

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Exploring Strategic Management in Dissertation Research

A strategic management thesis explores how organisations develop effective strategies for long-term success. It examines concepts like strategic planning, resource allocation, and decision-making processes. The thesis aims to contribute to the field by offering practical insights and recommendations for enhancing strategic management practices.

The research strategy dissertation example shows that it's crucial to have a clear plan in place. Start by defining your research objectives and outlining what you hope to achieve with your study. Consider the most suitable research methodology, whether it's qualitative, quantitative, or a combination of both. Remember, your methodology should align with your research questions and provide reliable data.

Final Thought 

Crafting an effective research strategy for your dissertation is vital to achieving academic success. By following these key steps and using short, concise sentences, you can ensure that your research is focused, rigorous, and contributes meaningfully to your field. Remember, a well-designed research strategy will not only impress your academic advisors but also pave the way for future scholarly endeavours. So, embrace the process, stay organised, and let your research strategy lead you towards a remarkable dissertation.

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How to tackle the PhD dissertation

Finding time to write can be a challenge for graduate students who often juggle multiple roles and responsibilities. Mabel Ho provides some tips to make the process less daunting

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Is it time to turn off turnitin, use ai to get your students thinking critically, taming anxiety around public speaking, emotions and learning: what role do emotions play in how and why students learn.

Writing helps you share your work with the wider community. Your scholarship is important and you are making a valuable contribution to the field. While it might be intimidating to face a blank screen, remember, your first draft is not your final draft! The difficult part is getting something on the page to begin with. 

As the adage goes, a good dissertation is a done dissertation, and the goal is for you to find balance in your writing and establish the steps you can take to make the process smoother. Here are some practical strategies for tackling the PhD dissertation.

Write daily

This is a time to have honest conversations with yourself about your writing and work habits. Do you tackle the most challenging work in the morning? Or do you usually start with emails? Knowing your work routine will help you set parameters for the writing process, which includes various elements, from brainstorming ideas to setting outlines and editing. Once you are aware of your energy and focus levels, you’ll be ready to dedicate those times to writing.

While it might be tempting to block a substantial chunk of time to write and assume anything shorter is not useful, that is not the case. Writing daily, whether it’s a paragraph or several pages, keeps you in conversation with your writing practice. If you schedule two hours to write, remember to take a break during that time and reset. You can try:

• The Pomodoro Technique: a time management technique that breaks down your work into intervals
• Taking breaks: go outside for a walk or have a snack so you can come back to your writing rejuvenated
• Focus apps: it is easy to get distracted by devices and lose direction. Here are some app suggestions: Focus Bear (no free version); Forest (free version available); Cold Turkey website blocker (free version available) and Serene (no free version). 

This is a valuable opportunity to hone your time management and task prioritisation skills. Find out what works for you and put systems in place to support your practice. 

• Resources on academic writing for higher education professionals
• Stretch your work further by ‘triple writing’
• What is your academic writing temperament?

Create a community

While writing can be an isolating endeavour, there are ways to start forming a community (in-person or virtual) to help you set goals and stay accountable. There might be someone in your cohort who is also at the writing stage with whom you can set up a weekly check-in. Alternatively, explore your university’s resources and centres because there may be units and departments on campus that offer helpful opportunities, such as a writing week or retreat. Taking advantage of these opportunities helps combat isolation, foster accountability and grow networks. They can even lead to collaborations further down the line.

• Check in with your advisers and mentors. Reach out to your networks to find out about other people’s writing processes and additional resources.
• Don’t be afraid to share your work. Writing requires constant revisions and edits and finding people who you trust with feedback will help you grow as a writer. Plus, you can also read their work and help them with their editing process.
• Your community does not have to be just about writing!  If you enjoy going on hikes or trying new coffee shops, make that part of your weekly habit.  Sharing your work in different environments will help clarify your thoughts and ideas.

Address the why

The PhD dissertation writing process is often lengthy and it is sometimes easy to forget why you started. In these moments, it can be helpful to think back to what got you excited about your research and scholarship in the first place. Remember it is not just the work but also the people who propelled you forward. One idea is to start writing your “acknowledgements” section. Here are questions to get you started:

• Do you want to dedicate your work to someone? 
• What ideas sparked your interest in this journey? 
• Who cheered you on? 

This practice can help build momentum, as well as serve as a good reminder to carve out time to spend with your community. 

You got this!

Writing is a process. Give yourself grace, as you might not feel motivated all the time. Be consistent in your approach and reward yourself along the way. There is no single strategy when it comes to writing or maintaining motivation, so experiment and find out what works for you. 

Suggested readings

• Thriving as a Graduate Writer by Rachel Cayley (2023)
• Destination Dissertation by Sonja K. Foss and William Waters (2015)
• The PhD Writing Handbook by Desmond Thomas (2016).

Mabel Ho is director of professional development and student engagement at Dalhousie University.

If you would like advice and insight from academics and university staff delivered direct to your inbox each week,  sign up for the Campus newsletter .

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Struggling to Align Your Social Science Proposal’s Arguments and Concepts with Post-research Dissertation Writing?

Qualitative social science research—which includes ethnographic fieldwork, oral histories, interviews, focus groups, audio-visual recordings, and archival work—can significantly shift and reshape your research topic and, by extension, the writing of your dissertation. Many students who conduct qualitative research write their dissertation proposal months before they begin their research. When they return from research—or the ‘field’—and begin to write their dissertation chapters, they find that many of their original ideas concerning what is important and interesting about their topic has changed as a result of their research, reading and analysis. With their pre-research argument or hypothesis now subject to evolving evidence, students who engage in qualitative research find that they have to invest significant time in revising their main argument to align with research conducted during fieldwork. Instead of dedicating time to planning and writing out sections with pre-developed and well thought out arguments, students now have to focus on navigating evidence that requires new conceptualizations and sense-making.

Clearly, what we’re describing here isn’t one problem so much as a constellation of many problems that result from the tension between pre-fieldwork plans and post-fieldwork dissertation writing. In this entry, we offer a revision strategy that helps address a particularly common challenge for people engaged in social science research: how to revise your pre-research concepts and interpretative frameworks in light of evidence gathered during fieldwork.

As you begin the writing phase of your dissertation after completing your fieldwork research, you might realize that the key concepts that initially guided your interpretive framework no longer suffice. For example, your dissertation proposal might have been centered around the concepts of ‘nation’, ‘nation-state’ and ‘nationalism.’ But as you begin sifting through your qualitative research, you might discover that your data aligns better with concepts like ‘race’, ‘ethnicity’, and ‘homelands’. It might become evident to you that these new concepts don’t easily align with your original argument, in which case you’ll need to develop new arguments and claims derived from your research findings.

Instead of jumping straight into drafting chapters, you may find yourself first having to adopt new concepts and frameworks that lead you to approach your material differently. You may even find yourself torn and confused between pre-research arguments and concepts, and new findings that emerge from your qualitative research. This problem underscores the nature of qualitative social science research, where the work of revision often begins before the actual drafting of the dissertation. It begins with revising the qualitative interpretative frameworks when coding and analyzing data such as interviews and fieldnotes. At various points, the evidence emerging from your research may prompt a reassessment of concepts and interpretative frameworks that were initially employed, causing a shift towards concepts that are better suited to reflect the research findings.

Try the following exercise to resolve this tension between concepts formulated during the pre-research phase, and the moment of writing your dissertation during the post-research phase.

Step 1: Draw a table with three columns. Name the columns, “pre-research”, “research” and “post-research.” List concepts and/or interpretive frameworks identified from your pre-research proposal in the first column: for example, ‘ nation ’, ‘ nation-state’ and ‘ nationalism’ .

Step 2: Select one concept and trace it through the evidence and material you gathered during fieldwork. At this stage you are reading, analyzing, and coding your interviews, to see if this this concept resonates with your qualitative data. Ask yourself (1) whether this concept continues to be applicable to your project and (2) if there is enough data and evidence to justify the continued use of this concept.

Step 3: Based on your analysis of your interviews, you may determine that the original concept through which you framed your research is no longer quite right. If you think that concept is no longer right, cross it out in the first column. Now, list other concepts that might provide richer insights for your project in the second column. Consider each of these concepts against your field research. When one resonates especially well with your research, add that concept to your post-research column.

Step 4: Move on to your next ‘pre-research’ concept and repeat the steps mentioned above.

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• GETTING STARTED
• Introduction
• FUNDAMENTALS
• Acknowledgements
• Research questions & hypotheses
• Concepts, constructs & variables
• Research limitations
• Getting started
• Sampling Strategy
• Research Quality
• Research Ethics
• Data Analysis

Sampling strategy

The sampling strategy that you select in your dissertation should naturally flow from your chosen research design and research methods , as well as taking into account issues of research ethics . To set the sampling strategy that you will use in your dissertation, you need to follow three steps: (a) understand the key terms and basic principles ; (b) determine which sampling technique you will use to select the units that will make up your sample; and (c) consider the practicalities of choosing such a sampling strategy for your dissertation (e.g., what time you have available, what access you have, etc.).

In Sampling: The basics , we including terms such as units/cases/objects , sample , sampling frame , population , sample size , random sampling , sampling bias , amongst other terms. If you are already confident that you understand these basic principles of sampling, we introduce you to the two major groups of sampling techniques that you could use to select the units that you will include in your sample:

Probability sampling techniques , which include simple random sampling , systematic random sampling and stratified random sampling .

Non-probability sampling , which include quota sampling , self-selection sampling , convenience sampling , snowball sampling and purposive sampling .

We explain what each of these types of sampling technique are, how to create them, and their advantages and disadvantages. If there is more about sampling that you would like to know about, please leave feedback . Alternately, click on the articles below:

• Sampling: The basics
• Probability sampling
• Simple random sampling
• Systematic random sampling
• Stratified random sampling
• Non-probability sampling
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• Purposive sampling

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The Utilization of On-Campus Counseling Services by Single Mother Students in Higher Education: A Grounded Theory Research on  Wednesday, May 8, at  3 p.m. – 4:30 p.m.

The Institute for Women’s Policy Studies (2017, September) reported that only eight percent of single mothers enrolled in higher education completed their studies and graduated with a degree in six years. This may be due to a lack of social support and not using the counseling services for their own well-being. Studies show that behavioral problems may affect college students’ academic success and retention (Svanum & Zody, 2001). Studies demonstrate the challenges and success of single mothers in completing their bachelor’s degree and found that single mothers’ dropout rate is higher in comparison with other students or that they take longer to graduate (Fluellen, 2016; Vyskocil, 2018). Given challenging enrollment and completion rates, additional research is needed to ascertain what single mother students in higher education were reporting on the use of on-campus counseling services. 

Employing a qualitative research methodology, interviews were conducted with 12 participants who met the eligibility criteria for this study. Using constructive grounded theory research design, findings reveal that the use of on-campus counseling helped the single mothers in higher education with better mental health, physical health and decision making. They reported they became better parents to their children as they have learnt healthy coping skills and parenting skills from their counselors. The study has implications for higher education practitioners and for students in similar circumstances.

Research Strategies and Methods

• First Online: 22 July 2021

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• Paul Johannesson 3 &
• Erik Perjons 3  

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Researchers have since centuries used research methods to support the creation of reliable knowledge based on empirical evidence and logical arguments. This chapter offers an overview of established research strategies and methods with a focus on empirical research in the social sciences. We discuss research strategies, such as experiment, survey, case study, ethnography, grounded theory, action research, and phenomenology. Research methods for data collection are also described, including questionnaires, interviews, focus groups, observations, and documents. Qualitative and quantitative methods for data analysis are discussed. Finally, the use of research strategies and methods within design science is investigated.

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Johannesson, P., Perjons, E. (2021). Research Strategies and Methods. In: An Introduction to Design Science. Springer, Cham. https://doi.org/10.1007/978-3-030-78132-3_3

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