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Tamara: Journal for Critical Organization Inquiry

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Year 2009 
Volume 7 
Issue 3

“Is Becoming a Researcher Some Kind of Role-playing” - Roles of the Researcher in the Process of Forming the Identity

2009 7 (3) Tamara: Journal for Critical Organization Inquiry

Abstract

The first seminar as a PhD student: it was the first impression for me of the way to become a researcher. The roles taken during the research process formed my identity in many ways: sometimes I was like a tourist, sometimes a spy, a missionary or a prisoner. All the roles taken during the research process formed the identity in one way or another. Some roles are of more a social origin, some are more individualistic. In this article it is revealed how the roles can form the identity growth process while conducting a study.

The research question in this article is: how do the different roles taken during the research process reflect on the researcher`s identity growth? The data consists of textual material on the research process. The content analysis is used as an analysis method. This article aims to contribute to the discussion about whether the formation of identity is of a social or of an individual origin.

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APA style

Tapani, Annukka (2009). “Is Becoming a Researcher Some Kind of Role-playing” - Roles of the Researcher in the Process of Forming the Identity. (2009). “Is Becoming a Researcher Some Kind of Role-playing” - Roles of the Researcher in the Process of Forming the Identity. Tamara: Journal For Critical Organization Inquiry, 7(3), 71-87. (Original work published 2009)

MLA style

Tapani, Annukka. ““Is Becoming A Researcher Some Kind Of Role-Playing” - Roles Of The Researcher In The Process Of Forming The Identity”. 2009. Tamara: Journal For Critical Organization Inquiry, vol. 7, no. 3, 2009, pp. 71-87.

Chicago style

Tapani, Annukka. ““Is Becoming A Researcher Some Kind Of Role-Playing” - Roles Of The Researcher In The Process Of Forming The Identity”. Tamara: Journal For Critical Organization Inquiry, Tamara: Journal for Critical Organization Inquiry, 7, no. 3 (2009): 71-87.