Cho and Lee (2014) posit that the Grounded Theory (GT) methodology dates back to
1967 through “The Discovery of Grounded Theory”, a piece of work by Glaser and Strauss.
According to Glaser and Strauss (1967), GT is the realization of theory from data. Therefore,
Cho and Lee (2014) hold that the GT methodology is an Inductive Approach (IA) and not a
qualitative method, which focuses on research procedures that result in conceptual categories.
Inductiveness is a characteristic of the GT model (Glaser & Strauss, 1967). Further, Verdu
(2007) shares the same viewpoint with Cho and Lee (2014) by stating that there is a comparison
between the emerging concepts and the “real world.” Alternatively, Long (2012) argues that the
IA and GT approaches arose to provide an open approach to research since other theories do not
offer a complete explanation for the occurrence of individual incidents within a situation.
According to Evans (2013), the IA and the GT methodology are not new to business
research as one prominent scholar (Mintzberg) stressed on the significance of these methods.
Mintzberg (1979) asserted that grounded research allows a researcher to gain more access to
data, understand, observe and record what individuals in an organization do and say. On the
other hand, Verdu (2007) notes that the IA and GT procedures are vital to qualitative research in
HR management because they act as theories that provide critical concepts. Consequently, these
ideas create instruments, which then develop knowledge for researchers, as well as individuals
that make decisions in institutions. Also, according to Verdu (2007), the IA and GT methods
facilitate proper understanding of the different interactions among people, technology, and
processes within business enterprises. Therefore, Verdu (2007) claims that the primary purpose
of IA and GT methodologies is to provide theory in HR management. Jebreen (2012) further
agrees with Verdu (2007) by positing that these approaches are relevant to HR management
qualitative research because they help in the collection, analysis and comprehension of research
Alternatively, Locke (2001) states that one of the core advantages of IA and GT
approaches to HR management research is that they apply to all research stages, unlike other
mechanisms of building theory. Further, according to Glaser and Strauss (1967), these
methodologies facilitate the establishment of concepts of process, change, and sequence about
firms, social interaction, and organizational positions. Verdu (2007) agrees with Locke (2001)
and Glaser and Strauss (1967), by noting that the IA and GT models are increasingly becoming
popular in HR management research because they can develop context-based and process-
oriented descriptions of HR literature.
Furthermore, Long (2012) holds that a proper comprehension of the GT can be vital in
assisting researchers to expand their knowledge and implementation of HR management
practices in recruitment and retention. Gaining this understanding is additionally important as it
allows the scholars to enhance their expertise beyond traditional models or theories (Long,
2012). Corbin and Strauss (2008) have the same position as Long (2012) by claiming that IA and
GT models are of great value to HR management qualitative research since they enable an
interviewer to follow the interview's path keenly. These methodologies achieve this feat since the
job applicants can freely speak as they respond to the queries. As a result, the interviewer can
quickly generate new knowledge and understanding of a given situation, in addition to building a
proper comprehension of the research direction (Corbin, 2008).
Cho, J. Y. & Lee, E.-H. (2014). Reducing Confusion about Grounded Theory and Qualitative
Content Analysis: Similarities and Differences. The Qualitative Report, 19(64), pp. 1-20.
Corbin, J. &. S. A. (2008). Basics of qualitative research: Techniques and procedures for
developing grounded theory. 3rd ed. Thousand Oak: Sage Publications.
Evans, G. L. (2013). A Novice Researcher’s First Walk Through the Maze of Grounded Theory:
Rationalization for Classical Grounded Theory. Grounded Theory Review, 12(1).
Glaser, B. & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative.
London: Weidenfeld & Nicholson.
Jebreen, I. (2012). Using Inductive Approach as Research Strategy in Requirements Engineering.
International Journal of Computer and Information Technology, 1(2), pp. 162-173.
Locke, K. (2001). Grounded theory in management research. Thousand Oaks: Sage.
Long, J. E. (2012). Grounded theory: Its use in recruitment and retention. Journal of
Management and Marketing Research, pp. 1-9.
Mintzberg, H. (1979). An Emerging Strategy of Direct Research. Administrative Science
Quarterly, Volume 24, pp. 582-589.
Verdu, R. S. d. C. (2007). Grounded Theory Methodology and Its Implications for Human