The Q method as research and intervention tool in organizations: a systematic literature review

Purpose The Q method is an inherently mixed-method approach suitable for tackling issues regarding theory, conceptualization and operationalization in the social sciences. Nevertheless, the application of this method in organizational behavior (OB) studies is still limited. This paper aims to delineate to what extent, regarding what topics, and in what ways the Q method has been applied in OB studies. Moreover, it aims to systematically explore the strengths and weaknesses of this method for the OB field. Design/methodology/approach We present a systematic literature review of 47 studies employing the Q method in OB research. Findings There is an upward trend in the application of Q in OB research. The studies in our sample address the following OB topics: Human resource management (HRM) (14), leadership (10), group decision-making (6), collaboration (4), culture (9) and organizational change and development (4). We describe how Q is used in a wide variety of ways. Practical implications This study shows how performance-oriented organizations can benefit from the Q method as a managerial diagnostic and intervention tool in organizational change and development and in human resources management. Originality/value To the best of the authors’ knowledge, this is the first systematic literature review on the Q method that spans the field of organizational behavior across topics and research levels, including the individual, team and organizational levels.