We discuss several issues related to the study of an organizational setting that is marked by severe conflict between superiors and subordinates. The discus sion is based on our experiences during fieldwork conducted in an Indian R&D team which manifested such conflict. We also relate our discussion to the reports of other researchers who have studied similar settings. We first argue that for studying such a conflictive setting, a multi-method, qualitative approach (incorporating participant observation, informal inter views, etc.) is more effective in important respects than a survey mode of inquiry involving the one-off administration of questionnaires and formal inter views. We then discuss several problematic issues in doing fieldwork success fully in a conflictive setting. These include having to establish rapport with organizational members, maintain confidentiality of the identities of key informants, remain neutral, and conduct informal interviews discreetly in the setting. We conclude with a brief discussion of the implications of the field experience for future researchers of conflictive settings.
Mouly et al. (1997) studied this question.