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Conceptual/Theoretical Frameworks Operational Frameworks

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Please open the packet to the first page only. That means do not go past the article by Russell L. Ackoff. Conceptual/Theoretical Frameworks Operational Frameworks. Jack Elliot Interim Assistant Dean Office of Academic Programs College of Agriculture and Life Sciences - PowerPoint PPT Presentation

Text of Conceptual/Theoretical Frameworks Operational Frameworks

  • Please open the packet to the first page only.

    That means do not go past the article by Russell L. Ackoff.

  • Conceptual/Theoretical Frameworks

    Operational FrameworksJack ElliotInterim Assistant DeanOffice of Academic ProgramsCollege of Agriculture and Life SciencesProfessor Agricultural EducationThe University of Arizona

  • An operational

  • Delineate among:Theoretical FrameworksConceptual FrameworksOperational Frameworks

  • FrameworksLimit scope of inquiryConvey research importance to audiences

  • QualitativeLearn from the participantsFramework locationsOrientation chapter 1Theory chapter 2Compare chapter 5

  • Quantitative Framework EssentialsVisually tells your story (research) the big pictureIdentifies literature review categoriesDirects your objectives

  • Common Framework ComponentsDependent variable/primary characteristicVariables of influence or characteristics of influenceIntervening, Moderating and Control variables or characteristics

  • Relationship Among Five Types of VariablesVariables ofInfluenceModeratorVariablesInterveningVariables DependentVariablesControlVariablesIndependent VariablesDependent VariablesThis slide is courtesy of Rama Radhadrishna, The Pennsylvania State University

  • Framework ComponentsRelationships (anticipated and predicted [including direction] from the review of literature) among and between variables and/or characteristics

  • Framework EssentialsEstablishes your anticipated analyses (operational framework)Manages your research designDirects your instrument development

  • FrameworkA framework is a model of how one theorizes or makes logical sense of the relationships among several factors that have been identified as important to the problem. (Sekaran, 2001)This slide is courtesy of Rama Radhadrishna, The Pennsylvania State University

  • Quantitative Framework LocationsTheoretical/Conceptual - end of Chapter 2A synthesis section explains the relationships and the categoriesA transition section leads to. . . Operational FrameworkBeginning of Chapter 3Tied to procedures/methodologies

  • Conceptual Framework Operational Framework

  • operational1234

  • Conceptual FrameworkFactors:

    Social Capital Financial Capital Human Capital Natural CapitalGroup FormationFarmer associations form because farmers need greater market clout and need lobbying power for government service (FAO, 1998)Sustainable Livelihoods Framework (FAO, Dilts, Bartlet & Pontius, 2001)The next 4 slides are courtesy of Rama Radhadrishna & Cliff Bonzo, The Pennsylvania State University

  • Research QuestionsWhat is the demographic profile of the participants?What are the group formation factors in the development of IPM farmers associations?To what extent does knowledge acquisition impact group formation?What demographic characteristics are related to group formation?

  • Demographics:

    Ethnicity Gender Education Land Holding

    (Esman & Uphoff, 1984) Group Formation(Shaw, 1981; Tuckman & Jenson, 1977)RQ 1RQ 4Factors: Social Capital Financial Capital Human Capital Natural Capital (Bartlett, 2002; Scoones, 1998)Knowledge Acquisition (Mathias, 1996)RQ = Research Questions 14 RQ 2RQ 3 Independent variables Dependent Variable

    Operational Framework

  • Relationships

    Independent variables

    Dependent Variables

    RQ = Research Questions 14

    Factors:

    Social Capital (r = 0.242)

    Financial Capital

    Human Capital (r = 0.278)

    Physical Capital

    Natural Capital

    (Bartlett, 2001;

    Scoones, 1998)

    RQ 2

    [Knowledge Acquisition]

    (Mathias, 1996)

    RQ 3

    Demographics:

    Ethnicity

    Gender

    Education

    Land Holdings

    (Esman & Uphoff, 1984)

    Group Formation

    (Reasons to Join)

    [Land Rights]

    Shaw, 1981; Tuckman & Jenson, 1977)

    RQ 1

    RQ 4

  • Theoretical Framework

  • Research Framework or Agenda

  • Conceptual Framework

  • The programThey are notdoes not meetincluded intheir needsthe planningTheir values clash with that of program plannersTheir level of innovativeness is lowFROM NON-PARTICIPATION TO ENGAGEMENTWhen people do not participate in programs, their perspectives are lost and do not inform the program - nor do they benefit from programs.People do not participate becauseBased onArgued byRemedied throughResulting inEpistemology: Methodology:1. Needs contextualized to include values and interests Functional perspectives better define2. Values and interests are made explicitpeoples orientation to the programPoints of divergence and convergence in peoples functional perspectives areidentified, resulting in the identification of:

    Points of leverage to increase peoples participation in programsNeeds areParticipationidentifiable andmeans authenticif met,inclusion in allpeople show upplanning levelsNeeds Assessment:FunctionalistsEmpowerment*Borich*Arnstein*Scissons*FreireCongruent values lead to participationResistanceTheory:*Quigley*BoshierThey respondto internal orexternal forcesPersonal and socialforces existand exertinfluenceChain-of-ResponseTheory:*CrossPeople possessa level ofadoptive readinessAdoption andDiffusionTheory:*RogersProblemExplanationsAssumptionsTheories &TheoristsSolutionsResult

  • Texas TechConceptual Framework

  • Example of _____________ FrameworkLocationRaceAttitude toward schoolSmokingStatus of Youth(smoker vs.non-smoker) After HS plansGPAType ofTobaccoThe next 3 slides are courtesy of Rama Radhadrishna, The Pennsylvania State UniversityConceptual

  • Example of ____________ FrameworkSex-role stereotypingAdvancementof women to the topAccess to information(Sekaran, 2001)Operational

  • Example of ______________ FrameworkHygiene factors(Job dissatisfaction)Job satisfactionof facultyMotivator factors(Job satisfaction)Other variables(Bowen and Radhakrishna study)Operational

  • An operational

  • Framework Creation IVCVMVInterveningvariablesDVTitleThis slide is courtesy of Rama Radhadrishna, The Pennsylvania State University< 12 words; no articles & prepositions; debate each word

  • Thank You

    The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.The five capitalssocial, financial, human, physical, and natural are used as a standard to measure the awareness of assets of the community studied as a results of FFS activities. Two reasons among others that are the driving force for starting associations are market clout and lobbying power.