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BRIEF CONTENTS
Preface, xviii
PART ONE Introduction, 1

1 The Role of Business Research, 2
2 Information Systems and Knowledge Management, 17
3 Theory Building, 37
4 The Business Research Process: An Overview, 48
5 The Human Side of Business Research: Organizational and Ethical Issues, 73
PART TWO Beginning Stages of the Research Process, 105

6 Problem Definition: The Foundation of Business Research, 106
7 Qualitative Research Tools, 131
8 Secondary Data Research in a Digital Age, 159
PART THREE Research Methods for Collecting Primary Data, 183

9 Survey Research: An Overview, 184
10 Survey Research: Communicating with Respondents, 205
11 Observation Methods, 235
12 Experimental Research, 253
PART FOUR Measurement Concepts, 287

13 Measurement and Scaling Concepts, 288
14 Attitude Measurement, 310
15 Questionnaire Design, 333
PART FIVE Sampling and Fieldwork, 383

16 Sampling Designs and Sampling Procedures, 384
17 Determination of Sample Size: A Review of Statistical Theory, 409
18 Fieldwork, 441
PART SIX Data Analysis and Presentation, 457

19 Editing and Coding: Transforming Raw Data into Information, 458
20 Basic Data Analysis: Descriptive Statistics, 483
21 Univariate Statistical Analysis, 506
22 Bivariate Statistical Analysis: Differences Between Two Variables, 528
23 Bivariate Statistical Analysis: Measures of Association, 560
24 Multivariate Statistical Analysis, 582
25 Communicating Research Results: Report Generation, Oral Presentation,
and Follow-Up, 610
PART SEVEN Comprehensive Cases with Computerized

Databases, 635
Glossary of Frequently Used Symbols, 645
Glossary, 646
Endnotes, 659
Index, 666
vi
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CONTENTS
Preface, xviii
PART ONE Questions for Review and Critical Thinking, 16

Research Activities, 16
Introduction
CHAPTER 2
CHAPTER 1 Information Systems and
The Role of Business Research, 2 Knowledge Management, 17
Introduction, 3 Introduction, 18
Survey This!, 4 Information, Data, and Intelligence, 18
The Nature of Business Research, 4 The Characteristics of Valuable Information, 19
Business Research Defined, 5 Relevance, 19
Applied and Basic Business Research, 5
Survey This!, 20
The Scientific Method, 6
Quality, 20
Managerial Value of Business Research, 7 Timeliness, 20
Identifying Problems or Opportunities, 8 Completeness, 20
Diagnosing and Assessing Problems or Opportunities, 8
Research Snapshot RFID Technology Gets
Selecting and Implementing a Course of Action, 8
Cheaper—Business Knowledge Grows, 21
Evaluating the Course of Action, 9
Knowledge Management, 21
Research Snapshot Harley-Davidson Goes Abroad, 10
Research Snapshot Are Businesses Clairvoyant?, 22
When Is Business Research Needed?, 10
Time Constraints, 10 Global Information Systems, 22
Availability of Data, 10 Decision Support Systems, 23
Research Snapshot Business Class Success?, 11 Databases and Data Warehousing, 24
Nature of the Decision, 11 Input Management, 24
Benefits versus Costs, 11 Research Snapshot Staying Home at Home Depot, 26
Business Research in the Twenty-First Century, 12 Computerized Data Archives, 27
Communication Technologies, 12 Networks and Electronic Data Interchange, 29
Research Snapshot “Jacques” Daniels, 13 The Internet and Research, 29
Global Business Research, 13 What Exactly Is the Internet?, 29
How Is the Internet Useful in Research?, 30
Overview, 14
Navigating the Internet, 31
Summary, 15 Interactive Media and Environmental Scanning, 31
Key Terms and Concepts, 16 Information Technology, 32
vii
viiiContents
Intranets, 33 Research Snapshot Rolling Rock, 66

Internet2, 33 Sampling, 66
Gathering Data, 67
Summary, 34
Processing and Analyzing Data, 68
Key Terms and Concepts, 35
Drawing Conclusions and Preparing a Report, 68
Questions for Review and Critical Thinking, 35
Research Activities, 35 The Research Program Strategy, 68
CASE 2.1 Harvard Cooperative Society, 36 Summary, 69
CHAPTER 3 Research Activities, 71
Theory Building, 37 CASE 4.1 A New “Joe” on the Block, 71
Introduction, 38
What Is a Theory?, 38
What Are the Goals of Theory?, 38
CHAPTER 5
Survey This!, 39
The Human Side of Business
Research: Organizational
Research Concepts, Constructs, Propositions,
Variables, and Hypotheses, 39
and Ethical Issues, 73
Research Concepts and Constructs, 39 Introduction, 74
Research Snapshot Social Network Theory, 40 Survey This!, 76
Research Propositions and Hypotheses, 41 Organizational Structure of Business Research, 76
Understanding Theory, 42 Business Research Jobs, 77
Verifying Theory, 43 The Director of Research as a Manager, 79
Theory Building, 43 Sources of Conflict between Senior Management
and Research, 79
The Scientific Method, 44
Research Snapshot The True Power of Research, 80
Practical Value of Theories, 46
Research Snapshot When Your Brain “Trips Up,” 81
Summary, 46 Reducing the Conflict between Management
Key Terms and Concepts, 47 and Researchers, 82
Questions for Review and Critical Thinking, 47 Cross-Functional Teams, 84
Research Suppliers and Contractors, 85
Syndicated Service, 85
CHAPTER 4 Standardized Research Services, 85
The Business Research Research Snapshot Finding Häagen-Dazs in China, 86
Process: An Overview, 48 Limited Research Service Companies and
Custom Research, 86
Introduction, 49 Largest Research Organizations, 86
Decision Making, 49 Ethical Issues in Business Research, 87
Certainty, 49 Ethical Questions Are Philosophical Questions, 88
Survey This!, 50 General Rights and Obligations of Concerned Parties, 88
Uncertainty, 50 Rights and Obligations of the Research Participant, 89
Ambiguity, 50 Research Snapshot Crazy Good! Have Fun, Play Games
Types of Business Research, 51 (and Buy Pop-Tarts)!, 92
Rights and Obligations of the Researcher, 93
Research Snapshot Cute, Funny, or Sexy? What Makes
a Mascot Tick?, 52 Research Snapshot Is It Right, or Is It Wrong?, 95
Exploratory Research, 52 Rights and Obligations of the Client Sponsor (User), 99
Descriptive Research, 53 Privacy, 100
Privacy on the Internet, 100
Research Snapshot Taking a Swing at Business A Final Note on Ethics, 100
Success, 54
Causal Research, 54 Summary, 101
Uncertainty Influences the Type of Research, 58 Key Terms and Concepts, 102
Stages in the Research Process, 59 Research Activities, 103
Alternatives in the Research Process, 60
Defining the Research Objectives, 60 CASE 5.1 Global Eating, 103
Planning the Research Design, 64 CASE 5.2 Big Brother Is Watching?, 104
Contentsix
PART TWO Qualitative “versus” Quantitative Research, 133

Beginning Stages of the Research Research Snapshot Discoveries at P&G!, 134
Contrasting Qualitative and Quantitative Methods, 134
Process Contrasting Exploratory and Confirmatory Research, 135
Orientations to Qualitative Research, 136
CHAPTER 6 Phenomenology, 136
Problem Definition: Research Snapshot “When Will I Ever Learn?,” 137
The Foundation of Business Ethnography, 138
Grounded Theory, 139
Research, 106 Case Studies, 139
Introduction, 107 Research Snapshot A Sensory Safari Provides Play Time
Importance of Starting with a Good Problem (and Good Research) for Time Warner Cable, 140
Definition, 107
Common Techniques Used in Qualitative
Survey This!, 108 Research, 140
Problem Complexity, 108 What Is a Focus Group Interview?, 141
Research Snapshot Good Answers, Bad Questions?, 109 Depth Interviews, 149
Conversations, 150
The Problem-Definition Process, 111 Free-Association/Sentence Completion Method, 151
Problems Mean Gaps, 111 Observation, 152
The Problem-Definition Process Steps, 111 Collages, 152
Research Snapshot Poor Questions Result in Poor Projective Research Techniques, 152
Research in Japan!, 112
Exploratory Research in Science and in Practice, 153
Understand the Business Decision, 112
Misuses of Exploratory and Qualitative Research, 153
Research Snapshot Opportunity Is a “Fleeting”
Summary, 155
Thing, 115
Identifying the Relevant Issues from the Symptoms, 116
Writing Managerial Decision Statements and
Corresponding Research Objectives, 116
Determine the Unit of Analysis, 118 CASE 7.1 Disaster and Consumer Value, 157
Determine Relevant Variables, 118 CASE 7.2 Edward Jones, 158
Write Research Objectives and Questions, 120
Research Snapshot Pricing Turbulence, 121
CHAPTER 8
Secondary Data Research
Clarity in Research Questions and Hypotheses, 121
in a Digital Age, 159
How Much Time Should Be Spent on Problem Introduction, 160
Definition?, 123 Advantages of Secondary Data, 160
The Research Proposal, 123 Disadvantages of Secondary Data, 160
The Proposal As a Planning Tool, 123 Survey This!, 161
The Proposal as a Contract, 125
Anticipating Outcomes, 126 Typical Objectives for Secondary Data Research
Designs, 162
Summary, 128 Fact-Finding, 162
Research Snapshot Does It Matter?, 165
Model Building, 165
Data Mining, 168
CASE 6.1 E-ZPass, 130 Research Snapshot Mining Data from Blogs, 169
CASE 6.2 Cane’s Goes International, 130 Database Marketing and Customer Relationship
CASE 6.3 Deland Trucking, 130 Management, 170
Sources of Secondary Data, 170
CHAPTER 7 Sources of Internal and Proprietary Data, 171
Qualitative Research Tools, 131 External Data: The Distribution System, 171
Information As a Product and Its Distribution Channels, 171
Introduction, 132
Research Snapshot What’s That Buzzing Sound?, 175
What Is Qualitative Research?, 132
Uses of Qualitative Research, 132 Single-Source Data-Integrated Information, 177
Survey This!, 133 Sources for Global Research, 177
xContents
Research Snapshot Around the World of Data, 178 Personal Interviews, 206
Summary, 180 Survey This!, 207
Key Terms and Concepts, 180 Advantages of Personal Interviews, 207
Questions for Review and Critical Thinking, 181 Research Snapshot The Challenge of Assessing Adult
Research Activities, 181 Literacy, 208
CASE 8.1 Demand for Gas Guzzlers, 182 Disadvantages of Personal Interviews, 209
Door-to-Door Interviews and Shopping Mall Intercepts, 210
Research Snapshot Being Good Neighbors Means
PART THREE Learning about Them First, 211
Global Considerations, 212
Research Methods for Collecting
Telephone Interviews, 212
Primary Data Mobile Phone Interviews, 213
Phone Interview Characteristics, 213
CHAPTER 9 Central Location Interviewing, 215
Survey Research: An Overview, 184 Research Snapshot Automated Phone Surveys
of Teens, 216
Introduction, 185 Computer-Assisted Telephone Interviewing, 216
Using Surveys, 185 Computerized Voice-Activated Telephone Interview, 216
Survey This!, 186 Global Considerations, 217
Advantages of Surveys, 186 Self-Administered Questionnaires, 217
Research Snapshot Intuit Gets Answers to Satisfy Mail Questionnaires, 217
Customers, 187 Response Rates, 219
Increasing Response Rates for Mail Surveys, 220
Errors in Survey Research, 187 Global Considerations, 223
Random Sampling Error, 188
Systematic Error, 188 Self-Administered Questionnaires Using Other
Forms of Distribution, 223
Research Snapshot Overestimating Patient
Fax Surveys, 223
Satisfaction, 189
E-Mail Surveys, 224
Respondent Error, 189
Internet Surveys, 225
Administrative Error, 193
Rule-of-Thumb Estimates for Systematic Error, 194 Research Snapshot Mixed Mode Data Collection:
What Can Be Done to Reduce Survey Error?, 194 The Case of Web and Telephone Surveys, 226
Kiosk Interactive Surveys, 228
Classifying Survey Research Methods, 194 Survey Research That Mixes Modes, 229
Structured/Unstructured and Disguised/Undisguised
Text-Message Surveys, 229
Questionnaires, 194
Research Snapshot The “Mere-Measurement” Effect, 195 Selecting the Appropriate Survey Research Design, 229
Temporal Classification, 195 Pretesting, 231
Total Quality Management and Customer Ethical Issues in Survey Research, 231
Satisfaction Surveys, 197
Summary, 231
What Is Quality?, 198
Internal and External Customers, 198
Implementing Total Quality Management, 198
Summary, 201
CASE 10.1 National Do Not Call Registry, 233
CASE 10.2 Royal Bee Electric Fishing Reel, 234
CHAPTER 11
CASE 9.1 SAT and ACT Writing Tests, 204
CASE 9.2 The Walker Information Group, 204 Observation Methods, 235
Introduction, 236
CHAPTER 10 Observation in Business Research, 236
Survey Research: Communicating What Can Be Observed?, 236
with Respondents, 205 Survey This!, 237
Introduction, 206 The Nature of Observation Studies, 237
Interviews as Interactive Communication, 206 Research Snapshot This Trend Brought to You by DDB
Noninteractive Media, 206 SignBank, 238
Contentsxi
Observation of Human Behavior, 238 Issues of Experimental Validity, 271

Complementary Evidence, 239 Internal Validity, 271
Direct Observation, 240 External Validity, 273
Combining Direct Observation and Interviewing, 241 Trade-offs between Internal and External
Ethical Issues in the Observation of Humans, 241 Validity, 274
Observation of Physical Objects, 242 Classification of Experimental Designs, 274
Symbolism for Diagramming Experimental
Content Analysis, 243
Designs, 274
Mechanical Observation, 244 Three Examples of Quasiexperimental Designs, 274
Television Monitoring, 244 Three Alternative Experimental Designs, 276
Research Snapshot ATTI, Inc. Shadows the Fleet, 245 Time Series Designs, 278
Monitoring Website Traffic, 246 Complex Experimental Designs, 278
Scanner-Based Research, 246 Summary, 282
Measuring Physiological Reactions, 247 Key Terms and Concepts , 283
Research Snapshot Neuroco Peers into the Consumer’s Questions for Review and Critical Thinking, 284
Brain, 248 Research Activities, 284
Summary, 249 CASE 12.1 Tooheys, 285

PART FOUR
CASE 11.1 Mazda and Syzygy, 251
CASE 11.2 Texas Instruments and E-Lab, 252
Measurement Concepts
CHAPTER 12 CHAPTER 13
Experimental Research, 253 Measurement and Scaling
Concepts, 288
Introduction, 254
Introduction, 289
Creating an Experiment, 254
An Illustration: Can a Self-Efficacy Intervention Enhance What Do I Measure?, 289
Job Attitude?, 254 Survey This!, 290
Survey This!, 255 Research Snapshot Peer Pressure and Investing
Behavior, 292
Designing an Experiment to Minimize Concepts, 292
Experimental Error, 257 Operational Definitions, 292
Manipulation of the Independent Variable, 257
Levels of Scale Measurement, 293
Research Snapshot Talking While Driving: Are Cell Nominal Scale, 293
Phone Conversations Different from Passenger Ordinal Scale, 295
Conversations?, 259 Interval Scale, 297
Selection and Measurement of the Dependent Variable, 260 Ratio Scale, 297
Selection and Assignment of Test Units, 260 Mathematical and Statistical Analysis
Demand Characteristics, 263 of Scales, 298
What Are Demand Characteristics?, 263 Index Measures, 299
Experimenter Bias and Demand Effects, 263 Indexes and Composites, 299
Hawthorne Effect, 264 Computing Scale Values, 300
Reducing Demand Characteristics, 265
Research Snapshot Recoding Made Easy, 301
Establishing Control, 266 Three Criteria for Good Measurement, 301
Problems Controlling Extraneous Variables, 266 Reliability, 301
Ethical Issues in Experimentation, 267 Validity, 303
Reliability versus Validity, 305
Practical Experimental Design Issues, 267 Sensitivity, 305
Basic versus Factorial Experimental Designs, 267
Laboratory Experiments, 267 Summary, 306
Field Experiments, 268 Key Terms and Concepts, 306
Research Snapshot The Hidden in Hidden Research Activities, 307
Valley Ranch, 269
Within-Subjects and Between-Subjects Designs, 270 CASE 13.1 FlyAway Airways, 308
xiiContents
CHAPTER 14 Survey This!, 335

Questionnaire Relevancy, 335
Attitude Measurement, 310 Questionnaire Accuracy, 335
Introduction, 311 Wording Questions, 336
Attitudes as Hypothetical Constructs, 311 Open-Ended Response versus Fixed-Alternative
Survey This!, 312 Questions, 336
Importance of Measuring Attitudes, 312 Research Snapshot Corporate Reputations: Consumers
Put Johnson & Johnson, Microsoft, and Google
Techniques for Measuring Attitudes, 312
on Top, 337
Research Snapshot Is It Positive Emotionality, or Is It Types of Fixed-Alternative Questions, 338
LOVE?, 313 Phrasing Questions for Self-Administered, Telephone, and
Attitude Rating Scales, 313 Personal Interview Surveys, 340
Simple Attitude Scales, 313 Guidelines for Constructing Questions, 341
Research Snapshot Students Ask—Are You Responsible?, 314 Avoid Complexity: Use Simple, Conversational
Category Scales, 314 Language, 341
Method of Summated Ratings: The Likert Scale, 315 Avoid Leading and Loaded Questions, 342
Semantic Differential, 317 Avoid Ambiguity: Be as Specific as Possible, 343
Avoid Double-Barreled Items, 344
Research Snapshot Measuring Website Usability, 319
Avoid Making Assumptions, 345
Numerical Scales, 319
Avoid Burdensome Questions That May Tax the
Stapel Scale, 319
Respondent’s Memory, 345
Constant-Sum Scale, 320
Make Certain Questions Generate Variance, 346
Graphic Rating Scales, 321
What Is the Best Question Sequence?, 347
Research Snapshot How Much Is a Healthy Home
Worth?, 322 Research Snapshot What Citizens Think about Climate
Thurstone Interval Scale, 322 Change, 348
Measuring Behavioral Intention, 323 What Is the Best Layout?, 350
Behavioral Differential, 324 Traditional Questionnaires, 350
Internet Questionnaires, 355
Ranking, 324
Paired Comparisons, 324 Research Snapshot Pretesting the CAHPS Hospital
Sorting, 325 Survey, 359
Other Methods of Attitude Measurement, 325 How Much Pretesting and Revising Are
Necessary?, 360
Selecting a Measurement Scale: Some Practical
Decisions, 326 Designing Questionnaires for Global
Ranking, Sorting, Rating, or Choice Technique?, 326 Markets, 361
Monadic or Comparative Scale?, 326
Summary, 362
What Type of Category Labels, If Any?, 327
How Many Scale Categories or Response Positions?, 327
Balanced or Unbalanced Rating Scale?, 327
Research Activity, 364
Even or Odd Number of Scale Points?, 328
Use a Scale That Forces a Choice among Predetermined CASE 15.1 Agency for Healthcare Research
Options?, 328 and Quality, 364
Single Measure or an Index Measure?, 329 CASE 15.2 Canterbury Travels, 369
CASE 15.3 McDonald’s Spanish Language
Summary, 329
Questionnaire, 371
CASE 15.4 Schönbrunn Palace in
Vienna, 372
CASE 14.1 Roeder-Johnson Corporation, 331 APPENDIX 15A
CASE 14.2 Attitudes toward Technology and Lifestyle, 331 Question Wording and
CHAPTER 15 Measurement Scales for Commonly
Questionnaire Design, 333 Researched Topics, 373
Questions about Advertising, 373
Introduction, 334
Awareness, 373
Questionnaire Quality and Design: Basic Unaided Recall/ Top of the Mind Recall, 374
Considerations, 334 Aided Recall, 374
What Should Be Asked?, 334 Recognition, 374
Contentsxiii
Message Communication/Playback (Sales Point Random Sampling and Nonsampling

Playback), 374 Errors, 390
Attitude toward the Advertisement, 375 Random Sampling Error, 391
Attitude toward Advertised Brand (Persuasion), 375 Systematic Sampling Error, 391
Readership/Viewership, 375 Less Than Perfectly Representative Samples, 391
Questions about Ownership and Product Probability versus Nonprobability
Usage, 376 Sampling, 392
Ownership, 376
Purchase Behavior, 376
Nonprobability Sampling, 392
Convenience Sampling, 393
Regular Usage, 376
Research Snapshot How Much Does Your Prescription
Questions about Goods and Services, 376
Cost? It Depends on Who You Buy It From, 393
Ease of Use, 376
Judgment Sampling, 393
Uniqueness, 377
Attribute Ratings/Importance of Characteristics, 377 Research Snapshot American Kennel Club Tries to Keep
Interest, 377 Pet Owners out of the Doghouse, 394
Like/Dislike, 378 Quota Sampling, 394
Preference, 378 Snowball Sampling, 395
Expectations, 378 Probability Sampling, 395
Satisfaction, 378 Simple Random Sampling, 396
Quality, 379 Systematic Sampling, 396
Problems, 379 Stratified Sampling, 397
Benefits, 379 Proportional versus Disproportional Sampling, 397
Improvements, 379 Cluster Sampling, 398
Buying Intentions for Existing Products, 379
Buying Intentions Based on Product Concept, 380 Research Snapshot Who’s at Home? Different Ways to
Reason for Buying Intention, 380 Select Respondents, 399
Multistage Area Sampling, 399
Questions about Demographics, 380
Age, 380 What Is the Appropriate Sample
Design?, 401
Education, 381 Degree of Accuracy, 402
Marital Status, 381 Resources, 402
Children, 381 Research Snapshot New on Campus: Student
Adjustment to College Life, 403
Income, 381 Time, 403
Occupation, 382 Advance Knowledge of the Population, 403
National versus Local Project, 403
PART FIVE Internet Sampling Is Unique, 404
Website Visitors, 404
Sampling and Fieldwork Panel Samples, 404
Recruited Ad Hoc Samples, 405
CHAPTER 16 Opt-in Lists, 405
Sampling Designs and Summary, 406
Sampling Procedures, 384 Key Terms and Concepts, 406
Introduction, 385 Research Activities, 407
Sampling Terminology, 385
CASE 16.1 Who’s Fishing?, 408
Why Sample?, 385 CASE 16.2 Scientific Telephone Samples, 408
Pragmatic Reasons, 385
Survey This!, 386 CHAPTER 17
Accurate and Reliable Results, 386
Destruction of Test Units, 386 Determination of Sample Size:
Research Snapshot Finding Out about Work Is a
A Review of Statistical Theory, 409
Lot of Work!, 387 Introduction, 410
Descriptive and Inferential Statistics, 410
Practical Sampling Concepts, 387
Sample Statistics and Population Parameters, 410
Defining the Target Population, 387
The Sampling Frame, 388 Making Data Usable, 411
Sampling Units, 390 Frequency Distributions, 411
xivContents
Survey This!, 412 Principles of Good Interviewing, 449

Proportions, 412 The Basics, 449
Research Snapshot The Well-Chosen Average, 413 Required Practices, 450
Measures of Central Tendency, 413 Fieldwork Management, 451
Measures of Dispersion, 415 Briefing Session for Experienced Interviewers, 451
The Normal Distribution, 418 Training to Avoid Procedural Errors in Sample
Selection, 451
Population Distribution, Sample Distribution, and
Research Snapshot Total Quality Management for
Sampling Distribution, 422
Interviewing, 452
Central-Limit Theorem, 424
Supervision of Fieldworkers, 452
Estimation of Parameters, 427 Sampling Verification, 453
Point Estimates, 427 Interviewer Cheating, 453
Confidence Intervals, 427 Verification by Reinterviewing, 454
Research Snapshot Sampling the World, 428 Summary, 454
Sample Size, 430 Key Terms and Concepts, 455
Random Error and Sample Size, 430 Questions for Review and Critical Thinking, 455
Research Snapshot Target and Walmart Shoppers Really
Are Different, 431 CASE 18.1 Thomas and Dorothy Leavey
Factors in Determining Sample Size for Questions Involving Library, 456
Means, 431 CASE 18.2 Margaret Murphy O’Hara, 456
Estimating Sample Size for Questions Involving Means, 432
The Influence of Population Size on Sample Size, 433
Factors in Determining Sample Size for Proportions, 433
Calculating Sample Size for Sample Proportions, 435 PART SIX
Determining Sample Size on the Basis of Judgment, 436
Determining Sample Size for Stratified and Other Data Analysis and Presentation
Probability Samples, 437
Determining Level of Precision after Data Collection, 437
CHAPTER 19
A Reminder about Statistics, 437
Editing and Coding: Transforming
Summary, 438 Raw Data into Information, 458
Questions for Review and Critical Thinking, 439 Introduction, 459
Research Activities, 440 Stages of Data Analysis, 459
CASE 17.1 Pointsec Mobile Technologies, 440 Survey This!, 460
Editing, 460
CHAPTER 18 Field Editing, 461
Fieldwork, 441 In-House Editing, 461
Introduction, 442 Research Snapshot Do You Have Integrity?, 462

Editing for Completeness, 463
The Nature of Fieldwork, 442 Editing Questions Answered Out of Order, 464
Who Conducts the Fieldwork?, 442 Facilitating the Coding Process, 464
Pitfalls of Editing, 465
Survey This!, 443
Pretesting Edit, 465
In-House Training for Inexperienced Coding, 465
Interviewers, 443 Coding Qualitative Responses, 465
Making Initial Contact and Securing the Interview, 443 The Data File, 468
Research Snapshot Interviewing for Horizon Research Research Snapshot Building a Multipetabyte Data
Services, 444 System, 469
Asking the Questions, 445 Code Construction, 469
Research Snapshot Why Is “Why” Important?, 446 Precoding Fixed-Alternative Questions, 470
Probing When No Response Is Given, 446 More on Coding Open-Ended Questions, 471
Recording the Responses, 447 Devising the Coding Scheme, 472
Research Snapshot Probing for Deeper Meaning at Code Book, 475
Olson Zaltman Associates, 448 Editing and Coding Combined, 475
Terminating the Interview, 449 Research Snapshot Coding Data “On-the-Go,” 476
Contentsxv
Computerized Survey Data Processing, 476 Survey This!, 508

Error Checking, 476 Research Snapshot The “Freshman 7.8,” 509
Summary, 477 An Example of Hypothesis Testing, 511
Key Terms and Concepts, 478 Type I and Type II Errors, 513
Questions for Review and Critical Thinking, 478 Research Snapshot The Law and Type I and Type II
Research Activities, 479 Errors, 514
CASE 19.1 U.S. Department of the Interior Heritage Choosing the Appropriate Statistical
Conservation and Recreation Service, 479 Technique, 515
CASE 19.2 Shampoo 9–10, 480 Type of Question to Be Answered, 515
Number of Variables, 515
Level of Scale of Measurement, 515
CHAPTER 20
Basic Data Analysis: Research Snapshot Living in a Statistical Web, 516
Parametric versus Nonparametric Hypothesis Tests, 516
Descriptive Statistics, 483
The t-Distribution, 517
Introduction, 484 Calculating a Confidence Interval Estimate Using the
The Nature of Descriptive Analysis, 484 t-Distribution, 519
Univariate Hypothesis Test Using the t-Distribution, 520
Survey This!, 485
The Chi-Square Test for Goodness of Fit, 521
Tabulation, 486
Research Snapshot Interested in Retirement? It Often
Cross-Tabulation, 486 Depends on Your Age, 523
Contingency Tables, 487
Percentage Cross-Tabulations, 488 Hypothesis Test of a Proportion, 524
Research Snapshot Our Four-Legged Family Members, 489 Additional Applications of Hypothesis
Elaboration and Refinement, 490 Testing, 525
How Many Cross-Tabulations?, 490
Quadrant Analysis, 491 Summary, 525
Data Transformation, 491 Questions for Review and Critical Thinking, 526
Simple Transformations, 491 Research Activities, 526
Problems with Data Transformations, 493
Index Numbers, 494 CASE 21.1 Premier Motorcars, 527
Calculating Rank Order, 494

CHAPTER 22
Research Snapshot Twitter and the ReTweetability
Index, 495
Bivariate Statistical Analysis:
Differences Between
Tabular and Graphic Methods of Displaying
Data, 496
Two Variables, 528
Introduction, 529
Computer Programs for Analysis, 497
Statistical Packages, 497 What Is the Appropriate Test of Difference?, 529
Computer Graphics and Computer Mapping, 498 Survey This!, 531
Interpretation, 500 Cross-Tabulation Tables: The x2 Test for
Summary, 500 Goodness-of-Fit, 531
Key Terms and Concepts, 501 Research Snapshot Accurate Information? How About a
Questions for Review and Critical Thinking, 501 Chi-Square Test?, 534
The t-Test for Comparing Two Means, 534
CASE 20.1 Body on Tap, 503 Independent Samples t-Test, 534
CASE 20.2 Downy-Q Quilt, 503
Research Snapshot Expert “T-eeze,” 538
Paired-Samples t-Test, 539
CHAPTER 21 The Z-Test for Comparing Two Proportions, 540
Univariate Statistical Analysis, 506 Analysis of Variance (ANOVA), 542
Introduction, 507 What Is ANOVA?, 542
Hypothesis Testing, 507 Simple Illustration of ANOVA, 542
The Hypothesis-Testing Procedure, 507 Research Snapshot More Than One-Way, 543
xviContents
Partitioning Variance in ANOVA, 544 CHAPTER 24

The F-Test, 546
Practically Speaking, 547
Multivariate Statistical
Analysis, 582
Summary, 547
Key Terms and Concepts, 548 Introduction, 583
Questions for Review and Critical Thinking, 548 What Is Multivariate Data Analysis?, 583
Research Activities, 551 The “Variate” in Multivariate, 583
Survey This!, 584
CASE 22.1 Old School versus New School
Sports Fans, 551 Classifying Multivariate Techniques, 584
Dependence Techniques, 584
APPENDIX 22A Interdependence Techniques, 584
Influence of Measurement Scales, 585
Manual Calculation of an
Analysis of Dependence, 586
F-Statistic, 553 Multiple Regression Analysis, 586
Research Snapshot Too Much of a Good Thing!, 589
APPENDIX 22B ANOVA (n-Way) and MANOVA, 591
ANOVA for Complex Discriminant Analysis, 592
Experimental Designs, 556 Research Snapshot How to Get MANOVA
Factorial Designs, 558 Results, 593
ANOVA for a Factorial Experiment, 558 Analysis of Interdependence, 595
Partitioning the Sum of Squares for a Two-Way ANOVA, 558 Factor Analysis, 595
Research Snapshot Getting Factor Results with
CHAPTER 23 SAS or SPSS, 597
Bivariate Statistical Analysis: Cluster Analysis, 599
Measures of Association, 560 Multidimensional Scaling, 601
Introduction, 561 Summary, 602

The Basics, 561 Questions for Review and Critical Thinking, 603
Simple Correlation Coefficient, 561 Research Activities, 604
Survey This!, 562 CASE 24.1 The Utah Jazz, 607
An Example, 563 CASE 24.2 How Do We Keep Them?, 609
Correlation, Covariance, and Causation, 564
Coefficient of Determination, 564
Correlation Matrix, 565 CHAPTER 25
Regression Analysis, 566 Communicating Research
Research Snapshot What Makes Attractiveness?, 567 Results: Report Generation,
The Regression Equation, 568 Oral Presentation, and
Parameter Estimate Choices, 568 Follow-Up, 610
Visual Estimation of a Simple Regression Model, 569
Ordinary Least-Squares (OLS) Method of Regression Introduction, 611
Analysis, 571 Insights from the Communications
Research Snapshot Size and Weight, 576 Model, 611
Summary, 577 Survey This!, 612
Key Terms and Concepts, 577 The Report in Context, 613
Report Format, 613
Tailoring the Format to the Project, 614
CASE 23.1 International Operations at CarCare Inc., 579 The Parts of the Report, 615
Research Snapshot Research ROI, 617
APPENDIX 23A Research Snapshot How Do We Stack Up?
Arithmetic Behind OLS, 580 The Value of Sba.gov, 618
Contentsxvii
Basic Business Research Report, 619 PART SEVEN

Effective Use of Graphic Aids, 620 Comprehensive Cases with
Tables, 620
Charts, 622 Computerized Databases
The Oral Presentation, 628 CASE 1: Running the Numbers: Does It Pay?, 636
CASE 2: Attiring Situation, 637
Research Snapshot The 10/20/30 Rule of CASE 3: Values and the Automobile Market, 638
PowerPoint, 629 CASE 4: TABH, INC., Automotive Consulting, 641
Reports on the Internet or Intranet, 629 CASE 5: The Atlanta Braves, 642
CASE 6: Knowing the Way, 642
The Research Follow-Up, 630
Summary, 630
Glossary of Frequently Used Symbols, 645
Questions for Review and Critical Thinking, 631 Glossary, 646
Research Activities, 631 Endnotes, 659
CASE 25.1 Annenberg Public Policy Center, 632 Index, 666
PREFACE
T
he business world has never been changing faster! Businesses can’t assume that con-
tinuing to operate their functional areas by the same old processes, with the same old
technology, managed in the same old way will continue to produce the same old good
result.The need for intelligence supported by a connection with customers, employees,
and other constituencies is more important than ever. Business researchers are challenged with
the job of producing just this type of intelligence. The ninth edition of Business Research Methods
addresses the dynamic nature of today’s business world while conveying the essential elements of
the business research process.
Most readers understand that managers want answers to business questions. What is not so
obvious is the complexity involved in specifying the correct research questions and determining
the appropriate process for collecting, analyzing, and presenting information. This is the role of
a business researcher, who must develop the skills to clarify the research objectives and possess
the ability to manage the search for information. With the technological capabilities we have
today, that means searching through terabyte after terabyte of existing information to pick out
those elements which best hold the possibility of turning into useful intelligence. This informa-
tion must be complemented by original data gathered by the researcher. All the intelligence
must then be communicated in a way that helps managers make decisions. When it works right,
business research is a win-win proposition. The process enables a company to identify its custom-
ers, understand its employees, and design processes, products, and services that maximize value
for all. In return, the company receives value as the customer spends their hard-earned money,
employee engagement increases, and more effective business practices are implemented. As a
result, everyone wins!
Trying to find just the right piece of business information via the Internet can be like searching
for a needle in a haystack. This information may well be hidden beneath piles and piles of irrelevant
stuff ! Or, how about trying to find a key piece of business information that may be hidden in the
mind of a consumer or employee? A customer may not even be consciously aware of all his or
her reasons for some preference or behavior and, consequently, can’t identify or talk about it. An
employee may not even realize that he or she possesses information vital to the organization. How
do you go about uncovering this information that could be so crucial to making a good business
decision?
That’s where this text comes in: Business Research Methods equips students with the knowledge
and skills needed in their search for business intelligence. The process we describe includes six
steps. Researchers must first work together with decision makers to decide what they are look-
ing for—that metaphorical needle in the haystack. The next two stages plot out the way to go
about finding the needle. Next are two stages that focus on the actual search for the needle. The
process concludes when the business researcher communicates the benefits of finding “pointed”
xviii
Prefacexix
information that can help mend problems or create something really new and special for the deci-
sion maker. Success in this process usually merits the researcher a reward that is a bit more valuable
than that needle!
Enhancements in Business Research Methods

To ensure that students are able to conduct business research with an understanding of all the latest
theories and techniques available to them, the ninth edition is revised and updated. In response to
reader feedback and changes in the research environment, two key enhancements have been made:
(1) the ninth edition provides greater examples, illustrations, and applications of the global nature of
business and (2) focuses more heavily on the role of technology in research. Without a doubt these
issues—globalization and technology—continue to revolutionize business research. The Internet
has affected all phases of research by altering information systems, ways of gathering secondary data,
survey processes, sampling, questionnaire design, primary data collection, qualitative analysis, and
communication, among other things. In the ninth edition, practically every chapter includes sig-
nificant coverage of technology-related topics, and most chapters also include review questions and
activities that get students involved with the Internet or other applications of technology in a relevant
way. The Survey This! feature gets students and instructors directly involved with one important way
that the Internet has changed research. This particular feature provides first-hand experience with
the process, and illustrates the advantages and disadvantages, of using online questionnaires.
Overall, here is a summary of some of the key improvements and features of the ninth edition
of Business Research Methods.
■■ Increased Coverage of International Business Issues—The text makes greater use of examples
from companies and countries around the globe. Readers of this book from outside North
America will appreciate more familiar examples that are relevant to their daily life. The inter-
national examples will also open up North American students to research issues beyond the
domestic market. For all readers the examples illustrate global dynamics. This is a particularly
important enhancement to the text since cultural and language barriers often present chal-
lenges for the business researcher.
■■ Survey This! Feature—First introduced in the eighth edition, Survey This! allows students
to respond to an online questionnaire hosted with Qualtrics software. The questionnaire
involves students’ opinions, activities, and interests regarding matters related to studying busi-
ness and careers in business fields. In the early chapters, this feature is useful for critiquing the
way questionnaires are constructed and how research hypotheses are addressed in a question-
naire. New to the ninth edition is a populated data set for instructors based on the Survey This!
questionnaire. This data can be used in later chapters as illustration of the statistical techniques
discussed in the text. Students also get access to Qualtrics to design their own questionnaires.
■■ Attention to Qualitative Research—Companies are increasingly realizing the benefits of qual-
itative research. In response to this important phenomenon, Chapter 7, Qualitative Research
Tools, provides a comprehensive overview of qualitative research techniques. The chapter
focuses on various approaches to qualitative research and the corresponding interpretative
techniques that turn qualitative data into business intelligence. Phenomenology, grounded
theory, ethnography, and case study approaches are all covered. Qualitative research is also
integrated into several other chapters. For example, the Internet is not just a way of collecting
quantitative data. Qualitative research is being dramatically changed by the Internet as con-
sumers leave more and more artifactual data behind on social networking websites, company
chat rooms, blogs, microblogs (such as tweets left on Twitter), and more. Thus, qualitative
research tools and approaches are highlighted throughout the text.
■■ Breadth of Business Coverage—The ninth edition further broadens the spectrum of business
activities and touches on practically all areas of business including marketing, management,
finance, business ethics, and accounting. The examples reflect the diversity of today’s business
world. Many of these examples are captured in the Research Snapshot features, which tie busi-
ness research together with current events, ethics, technology, and topics of particular interest
to the business research student.
xxPreface
■■ Chapter Vignettes—The chapter vignettes were carefully examined and updated. Several are
new to the ninth edition. Each vignette sets the stage for the chapter by introducing topics
taken from both well-known and lesser-known companies, topical areas of interest in the
current business literature, and slice-of-life business situations. The vignettes help frame the
material included in each chapter and put core course concepts into a real-life and current
context.
■■ Comprehensive Cases—The ninth edition includes online access to comprehensive cases that
allow the student to get real hands-on experience doing research. Selected cases also include
data that can be downloaded from the Instructor’s Resource CD or the companion website
for the text. The data are ready to be analyzed using Excel, SPSS, or SAS, or any other soft-
ware capable of reading data from a spreadsheet. Shorter and more-to-the-point cases are
included at the end of each chapter. Several of these cases involve simple data analyses and are
accompanied by data also available on the instructor resource disk or the book website.
■■ A Simplified Approach and Style—The Research Snapshots, chapter Learning Outcomes, and
end-of-chapter materials are presented in a form that allows greater focus on the truly impor-
tant information. The Learning Outcomes ensure an important coherence and structure to the
chapters that culminate with the end-of-chapter materials.
■■ Tagged End-of-Chapter Exercises—The end-of-chapter materials contain a number of ques-
tions that pertain to either ethical issues in business research or exercises requiring students to
get involved with research via the Internet. These items are each uniquely tagged with a visual
symbol, making these particular exercises stand out with a clear, identifying mark.
Organization of the Book

The organization of the ninth edition of Business Research Methods follows the logic of the business
research process itself. The book is organized into seven parts, with each part presenting the basic
research concepts for one of the stages in the research process. Each part also discusses how these
concepts relate to decisions about conducting specific business research projects.
Part One: Introduction emphasizes the interplay between research and business and how the
importance and scope of research varies with different business situations. Included in this discus-
sion is an overview of computerized data management and information systems, an outline of the
entire business research process, and an explanation of how all of this is changing due to technol-
ogy. Chapter 3 is devoted to theory development and explains why theory is important to effective
research, and how research is a way that theory is tested.
Without high ethical standards, no business is a “good business.” Thus, the introductory mate-
rials also include an emphasis on business ethics and the special ethical problems associated with
business research. Chapter 5 focuses exclusively on business ethics and the interplay between orga-
nizational dynamics and research.
Part Two: Beginning Stages of the Research Process covers the essentials involved in
starting to study business problems. This part emphasizes decision making, problem definition,
and the process of how the business problem must be translated into research questions and/or
research hypotheses. Research proposals are covered in some detail, and the reader is encouraged
to see these as the written agreement that helps put the decision maker and the researcher on the
same page.
Chapter 7 emphasizes qualitative research applications. One role played by qualitative research
is helping to separate problem symptoms from true issues that can be attacked with business
research. However, qualitative research extends far beyond problem definition; it allows greater
potential for discovery as well as deeper and potentially more meaningful explanations in business
research. Part Two concludes with Chapter 8, which provides detailed discussion of secondary data
and emphasizes its increasing importance in a data-rich world.
Part Three: Research Methods for Collecting Primary Data examines the topics involved
in collecting new data for the specific problem at hand. For example, the chapters describe issues
related to planning, conducting, and administering surveys, which remain a mainstay for collecting
consumer and employee opinions, attitudes, and behaviors.
Prefacexxi
Additionally, Chapter 12 focuses specifically on experimental research. Experiments allow the

researcher to establish causal inferences. They can, however, be intricate to design and implement,
and conducting experiments that provide valid results is no simple matter. When done correctly,
experiments can provide extremely important business intelligence.
Part Four: Measurement Concepts describes key concepts of measurement that are funda-
mental to conducting valid business research.This part of the text discusses the foundation of mea-
surement theory. Key topics include descriptions of the different levels of scale measurement and
how this affects analysis and the interpretation of results. Basic ways to measure human attitudes
and practical matters dealing with questionnaire design are also discussed. An increased emphasis
is placed on the use of new technologies for conducting interviews. For instance, how does asking
a question in an electronic format expand the options for respondents and the researcher? Topics
such as these are highlighted in Part Four.
Part Five: Sampling and Fieldwork explains the difference between a population and a
sample. The reasons why sampling is needed and how it can be used to confidently allow predic-
tions about larger numbers of people are covered.The fieldwork process is also discussed, including
the importance of supervision of fieldwork. This section shows how to avoid sloppy sampling and
poor field supervision, which can lead to error in the business research process.
Part Six: Data Analysis and Presentation covers important processes necessary in translat-
ing raw data into business intelligence. Included among these topics are the editing and coding of
the data. The coded data are then ready for analysis, and this section presents the most commonly
used methods for analyzing data.
Basic descriptive statistics are discussed as ways of portraying key results including central ten-
dency and dispersion. Inferential statistics are discussed, including often-used univariate and bivari-
ate approaches such as t-tests. Multivariate statistical approaches are also introduced so that the
reader has an awareness of techniques that can analyze many variables simultaneously. Hands-on
experience with basic multivariate procedures is also provided. The final chapter brings everything
together by including a discussion of how to effectively communicate research results via a report
and/or presentation.
Part Seven: Comprehensive Cases with Computerized Databases make up the last
section of the book. These cases provide materials that challenge students to apply and integrate
the concepts they have learned throughout the course. Instructors will find that these cases pro-
vide flexibility to either expand or simplify the assignment to suit the demands of varying course
assignments.
The cases provide greater variety than earlier editions, including some that involve analysis of
internal organizational problems as well as an opportunity to use qualitative research. When quan-
titative data are included, they can be easily analyzed with basic statistical tools like SPSS. Excel files
are also included with the same data.These files can be read directly by statistical programs like SAS
or other programs. A new comprehensive case has been added to the ninth edition.
Superior Pedagogy
More than other research textbooks, the ninth edition of Business Research Methods addresses stu-
dents’ need to comprehend all aspects of the business research process. The following features
facilitate learning throughout the book:
■■ Learning Outcomes. Each chapter begins with a concise list of learning outcomes that
emphasize the major areas of competency that students should achieve before proceeding to
the next chapter. The key is to avoid labeling everything a major learning outcome and to
provide instructors with flexibility for emphasizing additional material as they see fit.
■■ Headings Keyed to Learning Outcomes. First-level headings, with the exception of
those labeled “Introduction,” are keyed to learning outcomes. This should be an aid in
developing assessment rubrics and makes the book more user friendly in terms of identifying
key material.
■■ Research Snapshots. All of the box materials share a common title, Research Snapshots.
Each chapter contains multiple Research Snapshots. The boxes explore business research
xxiiPreface
processes in a variety of modern businesses situations, ranging from international consider-

ations to research ethics. Some boxes also illustrate research techniques and applications in a
step-by-step fashion. Every attempt is made to make the box material lively and relevant to
the subject matter of the chapters.
■■ Writing Style. An accessible, interesting writing style continues to be a hallmark of this book.
With a careful balance between theory and practice and a sprinkling of interesting examples
and anecdotes, the writing style clarifies and simplifies the business research process. In addi-
tion, the text offers a comprehensive treatment of important and current topics.
■■ Statistical Approach. A review of statistical theory provides students with an overview of
the basic aspects of statistics. However, since this text stresses managerial applications more
than statistical theory, students are given tools to perform the most common business research
data analysis. More sophisticated data analysis approaches are left for further reference. Thus,
the readers can learn how to test simple hypotheses involving differences between means or
relationships among variables. Cross-tabulation, t-tests, ANOVA, and regression are covered
in sufficient depth to allow students to use these techniques. In addition, easy-to-follow, click-
through sequences can walk students through most basic approaches to producing statistical
results.
■■ Key Terms. Learning the vocabulary of business research is essential to understanding the
topic, and Business Research Methods facilitates this with key terms. First, key concepts are
boldfaced and completely defined when they first appear in the textbook. Second, all key
terms and concepts are listed at the end of each chapter, and many terms are highlighted in a
marginal glossary. Third, a glossary summarizing all key terms and definitions appears at the
end of the book for handy reference. A glossary of frequently used symbols is also included.
■■ Ethics Questions. Identified by a special icon, ETHICS, ethics questions are included in most
chapters. Among the compelling issues students are asked to explore is redefining the right
to privacy in light of new technology. The ethical issues also provide a great opportunity for
building critical thinking skills.
■■ Internet Questions. Internet questions also are identified by a special icon, ’NET. Nearly all
chapters include multiple questions and research activities that illustrate advances in Internet
applications common to business research.
■■ Research Activities. The end-of-chapter materials include real-world research activities
intended to provide actual research experience for the student. Most provide an opportunity
for the student to gain experience in multiple content areas. Some involve ethical aspects of
research, and some involve Internet usage.
■■ Cases. Cases, often taken from real-life situations, illustrate business research concepts and
build knowledge and research skills. These cases offer students the opportunity to participate
actively in the decision-making process, one of the most effective forms of learning.
Comprehensive Instructor Resources

We believe it is important for any text to develop comprehensive supplemental materials to sup-
port instructors in their vital teaching function. Because of this pedagogical philosophy, there is an
extensive learning package provided with Business Research Methods.
■■ The Instructor’s Resource CD-ROM (ISBN: 9781133190967) contains valuable instruc-
tor resources on one easy-to-use CD-ROM: the test bank, ExamView testing software, the
instructor’s manual (includes comprehensive lecture outlines, solutions to all assignments, and
case solutions), PowerPoint presentation slides, video instructor’s manual, and data sets for
cases. The IRCD files were prepared by Laurie Babin of The University of Louisiana–Monroe.
■■ Data sets are provided that match several end-of-chapter exercises and different case analyses.
The data are provided both in Excel files, allowing great flexibility for use of the data with
many programs, and in SPSS files, which are ready to use with either the student or full ver-
sion of SPSS. Students may download the data sets at http://login.cengage.com by clicking on
the textbook and then on “Data Sets.” Data sets are also available on the Instructor’s Resource
CD-ROM.
Prefacexxiii
■■ Web resources at http://login.cengage.com provide the latest information about what’s

new and what’s cool in business research. The instructor’s manual, test bank, PowerPoint
slides, and video cases can also be found here. The site also features links to other research-
related sites.
■■ The Qualtrics Research Suite was built for researchers by researchers. Enclosed with each new
copy of Business Research Methods is an access code that provides access to an extremely elegant
tool that makes survey creation easy enough for an intern while at the same time sophisticated
enough for the most demanding academic or corporate researcher. Qualtrics allows students
to create and deploy surveys, and provides data for analysis. A survey included in the book can
be taken by students and they can access the data collected from adopters of Business Research
Methods from around the globe. Qualtrics is also a perfect solution for instructors who have
students conduct a survey project as part of a term project.
■■ Preloaded with content and available free via PIN code when packaged with new texts,
WebTutor ToolBox pairs all the content of the text’s rich companion website with all the
sophisticated course management functionality of a Blackboard or WebCT product. Instruc-
tors can assign materials (including online quizzes) and have the results flow automatically to
their gradebooks.
Resources for Students

To promote learning and competency, it is also important to provide students with well-crafted
resources. In addition to covering the latest information technology (described above), the ninth
edition includes the following student resources:
■■ The student companion site is located at www.cengagebrain.com. At the CengageBrain.com
home page, search for the ISBN of your textbook (from the back cover of your book) using
the search box at the top of the page. This will take you to the product page where you will
find chapter quizzes, flash cards of key terms, the very best online business research resources
available, and much more.
■■ The Qualtrics Research Suite is also available for students. Qualtrics allows students to create
and deploy surveys, and provides data for analysis.
Acknowledgments
Certainly, no list of acknowledgments will be complete. So many people have assisted in this
project. Chief among these would be the late Bill Zikmund, who carried the weight of this proj-
ect for the first seven editions of Business Research Methods. We are privileged to be able to carry
the project along into what we hope will be many more editions as the premier business research
text. Also, thanks go to members of our team—including graduate assistants Kevin James, David
Shows, Melanie Gardner, and Christina Chung—who have helped with research for this text and
helped share some of the workload on other endeavors, freeing up time to spend on this project.
We would be remiss not to mention the support and patience of our families. All have contributed
to the project and our kids are particularly helpful in judging relevance of vignettes and examples,
as well as contributing photographs. Also, thanks go to the great faculty who mentored us during
our days in the PhD program. Most notable among these are Joseph F. Hair, Jr. and the late Wil-
liam R. Darden.
Thanks also go to all the good people at Cengage Learning who helped make this project pos-
sible. A special thanks to our publisher Mike Roche, and to Emily Nesheim and Elizabeth Lowry.
Also thanks to Charles Emmanuel and Karthik Kannan at diacriTech. They provided tremendous
support and guidance through the writing and production process, including assistance with proof-
ing, permissions, photos, and exhibits.
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so great that the troops halted for a few moments, just under the
prison; the jailor had fled with the keys, the prisoners, crowding to
the windows, were endeavouring to tear down the bars with their
hands, and even with their teeth, and bellowing in the most frantic
manner, while the bitter lamentations of the multitude increased, and
the pistol-shots of the cavalry, engaged at the ford below, were
distinctly heard.
Captain William Campbell, an officer of Crawfurd’s staff, burst the
prison-doors, and released the wretched inmates, while the troops
forced their way over the bridge; yet, at the other end, the up-hill
road, passing between high rocks, was so crowded that no effort,
even of the artillery, could make way. A troop of French dragoons
crossed a ford, and hovering close upon the flank, increased the
confusion; and a single regiment of foot would have sufficed to
destroy the division, wedged in, as it was, in a hollow way, and totally
incapable of advancing, retreating, or breaking out on either side. At
last, some of the infantry opened a passage on the right flank, and,
by great exertions, the road was cleared for the guns; but it was not
until after dusk that the division reached Condeixa, although the
distance was less than eight miles. Head-quarters were that night at
Redinha, and the next day at Leiria.
Hitherto the marches had been easy, the weather fine, and
provisions abundant; nevertheless, the usual disorders of a retreat
had already commenced. In Coimbra, a quantity of harness and
intrenching tools were scattered in the streets; at Leiria, the
magazines were plundered by the troops and camp-followers; and,
at Condeixa, a magazine of tents, shoes, spirits, and salt meat was
destroyed, or abandoned to the enemy: and, while the streets were
flowing, ancle deep, with rum, the light division and Pack’s
Portuguese brigade, at the distance of a quarter of a mile, were
obliged to slaughter their own bullocks, and received only half rations
of liquor.
Lord Wellington arrested this growing disorder with a strong hand.
Three men, taken in the fact at Leiria, were hanged on the spot; and
some regiments, whose discipline was more tainted than others,
were forbidden to enter a village. This vigorous exercise of
command, aided by the fine weather and the enemy’s inactivity,
restored order amongst the allies; while Massena’s conduct, the
reverse of the English general’s, introduced the confusion of a
retreat in the pursuing army. In Coimbra, the French general
permitted waste; and, in a few days, resources were dissipated that,
under good arrangements, would have supplied his troops for two
months: and, during this licentious delay, the advantage gained by
his dangerous flank march to Boyalva was lost.
O B S E RVAT I O N S .
1º. “Attack vigorously, after having observed well where to strike.”

This simple, but profound expression in Napoleon’s letter of service,
forms the test by which the prince of Esling’s operations should be
judged.
2º. The design of turning the strong ground behind Celerico, by the
route of Viseu, required close and rapid movements; yet the French
general did not quit Viseu, to march against Coimbra, until the tenth
day after passing the Pinhel. This was not a “a vigorous attack.”
3º. Massena should have brought the allies to action in a forward
position; and he might have done so either when Almeida fell, or
before that event, because the complement of mules for the service
of the army not being then full, the commissariat was dependent
upon the country carts; and when the first retrograde movement took
place from Alverca, the drivers fled with their animals, producing
infinite confusion in the rear. The commissary-general Kennedy
contrived, indeed, to procure fifteen hundred additional mules; but,
intermediately, a brisk advance of the enemy would have forced the
English general to fight, or retire more hastily than would have
beseemed his reputation, or suited his political position.
4º. If the prince of Esling had not been misled by Alorna and
Pamplona, and the more readily that the estates of the latter were
situated about Coimbra, he would have judged that the line his
adversary had studied for eight months, and now so carefully and
jealously guarded, was more likely to afford advantages, than the
circuitous route by Viseu, which was comparatively neglected. The
French general, ill acquainted with the scene of action, but having
the stronger and more moveable army, should have followed closely.
A rapid pursuit, through Celerico, would have brought the French
army on to the Alva before Hill or even Leith could have joined lord
Wellington. The latter must then have fought with half his own army,
or he must have retreated to the Lines. If he offered battle, his
position could be turned either by the right or left; on the left by the
slopes of the Estrella, on the right by crossing the Mondego, for
Busaco was too extensive to be occupied before Hill and Leith
arrived. Now, the road by Viseu being the longest and least
practicable, demanded great diligence to compensate for the
difficulties of the way, and to gain Coimbra and force the allies to a
battle before Hill arrived, were objects more readily to be attained by
the left bank of the Mondego. The point where to strike was therefore
not “well considered,” and it is clear that Massena did not rightly
estimate the greatness of his enterprise.
5º. When the rocks of Busaco glittering with bayonets first rose on
the prince of Esling’s view, two fresh questions were to be solved.
Was he to attack or to turn that formidable post? Or, availing himself
of his numerical strength and central situation, was he to keep the
allies in check, seize Oporto, and neglect Lisbon until better
combinations could be made? The last question has been already
discussed; but, contrary to the general opinion, the attack upon
Busaco appears to me faulty in the execution rather than in the
conception; and the march by which that position was finally turned,
a violation of the soundest principles of war. In a purely military view,
the English general may be censured for not punishing his
adversary’s rashness.
With respect to the attack, sixty-five thousand French veterans
had no reason to believe that fifty thousand mixed and inexperienced
troops, distributed on a mountain more than eight miles long, were
impregnably posted. It would have been no overweening
presumption in the French general to expect, that three corps well
disposed, supported by a numerous artillery, and led on the first day,
(as Ney desired,) might carry some part of the position, and it is an
error, also, to suppose that guns could not have been used: the light
division were constantly within range, and thirty pieces of artillery
employed on that point would have wonderfully aided the attack by
the sixth corps. But when a general in chief remains ten miles from a
field of battle, gives his adversary two days to settle in a position,
makes his attacks without connection, and without artillery, and
brings forward no reserves, success is impossible even with the
valiant soldiers Massena commanded.
6º. “An army should always be in condition to fight.”
“A general should never abandon one line of communication
without establishing another.”
“Flank marches within reach of an enemy are rash and
injudicious.”
These maxims of the greatest of all generals have been illustrated
by many examples; Senef, Kollin, Rosbach, the valley of the Brenta,
Salamanca, attest their value. Now, Massena violated all three, by
his march to Boyalva, and some peculiar circumstances, or
desperate crisis of affairs should be shewn, to warrant such a
departure from general principles. Sir Joshua Reynolds, treating of
another art says, “genius begins where rules end.” But here genius
was dormant, and rules disregarded. Massena was not driven to a
desperate game. The conquest of Oporto was open to him, or a
march by Viseu upon the Vouga, which, though demanding time,
was safe; while in that by Boyalva, he threw his whole army into a
single and narrow defile, within ten miles of an enemy in position;
and that also (as I have been informed by an officer of marshal Ney’s
staff) with much disorder: the baggage and commissariat, the
wounded and sick, the artillery, cavalry, and infantry, mixed together;
discord raging amongst the generals, confusion amongst the
soldiers, and in the night season when every difficulty is doubled. His
“army was not, then, in a condition to fight.” He was making “a flank
march within reach of an enemy in position,” and he was
“abandoning his line of communication without having established
another.”
7º. Lord Wellington was within four hours march of either end of
the defile, through which the French army was moving. He might
have sent the first division and the cavalry (forming with Portuguese
regular troops, and Trant’s militia, a mass of twelve or fourteen
thousand men) to Sardao, to head the French in the defile; while the
second, third, fourth, fifth, and light divisions, advancing by
Martagao, assailed their rear. That he did not do so, is to be
attributed to his political position. War is full of mischances, and the
loss of a single brigade might have caused the English government
to abandon the contest altogether. Nevertheless, his retreat was
more critically dangerous than such an attack would have been, and
in a military view the battle of Busaco should not have been fought: it
was extraneous to his original plan, it was forced upon him by
events, and was in fine a political battle.
8º. Massena’s march, being unopposed, was successful. The
allied army could not cope with him in the open country between
Busaco and the sea, where his cavalry would have had a fair field;
hence lord Wellington, reverting to his original plan, retreated by the
Coimbra and Espinhal roads. But the prince of Esling was at Avelans
de Cima and Milheada on the 30th, the allied cavalry and the light
division being still on the right bank of the Mondego, which was
fordable in many places below Coimbra. Had the French general,
directing his march through Tentugal, crossed at those fords, and
pushed rapidly on to Leiria, by the route sir Arthur Wellesley
followed, in 1808, against Junot, the communication with Lisbon
would have been cut: terror and confusion would then have raged in
the capital, the patriarch’s faction would have triumphed, and a
dangerous battle must have been risked before the Lines could be
reached.
9º. When the allies had gained Leiria, and secured their line of
retreat, the fate of Portugal was still in the French general’s hands. If
he had established a fresh base at Coimbra, employed the ninth
corps to seize Oporto, secured his line of communication with that
city and with Almeida by fortified posts, and afterwards, extending
his position by the left, attacked Abrantes, and given his hand to a
corps sent by Soult from the south; not only would the campaign
have been so far a successful one, but in no other manner could he
have so effectually frustrated his adversary’s political and military
projects. Lord Wellington dreaded such a proceeding, and hailed the
renewed advance of the French army, as the rising of a heavy cloud
discovering a clear sky in the horizon beneath.
Even at Coimbra, the prince was unacquainted with Appendix, No. VII.
the existence of the lines, and believed that, beyond Sect. 2.
Santarem, the country was open for the usage of all arms. It is
strange that, when Junot, Loison, Foy, and many other officers, who
had served in Portugal, were present, better information was not
obtained; but every part of this campaign illustrated Massena’s
character, as drawn by Napoleon:—“Brave, decided, and intrepid;
dull in conversation, but in danger acquiring clearness and force of
thought; ambitious, filled with self-love, neglectful of discipline,
regardless of good administration, and, consequently, disliked by the
troops; his dispositions for battle were bad, but his temper was
pertinacious to the last degree, and he was never discouraged!”
10º. It appears that the French reached Coimbra at the moment
when the fourteen days’ bread, carried by the soldiers, was
exhausted, and it is worthy of consideration that French soldiers are
accustomed to carry so much bread. Other nations, especially the
English, would not husband it; yet it was a practice of the ancient
Romans, and it ought to be the practice of all armies. It requires a
long previous discipline and well-confirmed military habits; but,
without it, men are only half efficient, especially for offensive warfare.
The secret of making perfect soldiers is only to be found in national
customs and institutions; men should come to the ranks fitted, by
previous habits, for military service, instead of being stretched as it
were upon the bed of Procrustes, by a discipline which has no
resource but fear.
CHAPTER VIII.
From the 1st of October until the 3d, the French army was in
disorder. The 4th, Massena resumed his march by Condeixa and
Leiria, leaving his sick and wounded, with a slender guard, (in all
about four thousand seven hundred men,) at Coimbra. His hospital
was established at the convent of Santa Clara, on the left bank of the
river, and all the inhabitants, who were averse or unable to reach the
Lines, came down from their hiding-places in the mountains. But
scarcely had the prince left the city, when Trant, Miller, and Wilson,
with nearly ten thousand militia, closed upon his rear, occupying the
sierras on both sides of the Mondego, and cutting off all
communication with Almeida.
On the evening of the 4th, the French drove the English picquets
from Pombal, and, the next morning, pushed so suddenly upon
Leiria, as to create some confusion; but the road being crossed at
right angles, by a succession of parallel ravines, captain Somers
Cocks took advantage of one, to charge the head of the enemy, and
checked him until general Anson’s brigade of cavalry, and captain
Bull’s troop of artillery, arrived to his support. The French then,
forming three columns, endeavoured to bear down the British with
the centre, while the others turned the flanks. The ravines were,
however, difficult to pass; Bull’s artillery played well into the principal
body, and Anson, charging as it emerged from every defile, slew a
great number. The British lost three officers and about fifty men, the
enemy considerably more, and, in five hours, he did not gain as
many miles of ground, although he had thirty-six squadrons opposed
to ten. During this delay, Leiria was cleared, and the army retreated;
the right by Thomar and Santarem, the centre by Batalha and Rio
Mayor, the left by Alcobaça and Obidos, and at the same time a
native force, under colonel Blunt, was thrown into Peniché. Massena
followed, in one column, by the way of Rio Mayor; but, meanwhile,
an exploit, as daring and hardy as any performed by a Partizan
officer during the war, convicted him of bad generalship, and shook
his plan of invasion to its base.
SURPRISE OF COIMBRA.
Colonel Trant reached Milheada, intending to form a junction with

Wilson and Miller; but these last were still distant, and, believing that
his own arrival was unknown at Coimbra, he resolved, alone to
attack the French in that city. Having surprised a small post at
Fornos early in the morning of the 7th, he sent his cavalry, at full
gallop, through the streets of Coimbra, with orders to pass the
bridge, and cut off all communication with the French army, of whose
progress he was ignorant. Meanwhile, his infantry penetrated at
different points into the principal parts of the town, and the enemy,
astounded, made little or no resistance. The convent of Santa Clara
surrendered at discretion, and thus, on the third day after the prince
of Esling had quitted the Mondego, his depôts and hospitals, and
nearly five thousand prisoners wounded and unwounded, amongst
which there was a company of the marines of the imperial guards,
fell into the hands of a small militia force! The next day, Miller and
Wilson, arriving, spread their men on all the lines of communication,
and picked up above three hundred more prisoners, while Trant
conducted his to Oporto.
During the first confusion, the Portuguese committed some
violence on the prisoners; and the Abbé du Pradt and other French
writers have not hesitated to accuse Trant of disgracing his country
and his uniform by encouraging this conduct; whereas, his exertions
repressed it; and if the fact, that not more than ten men lost their
lives under such critical circumstances, was not sufficient refutation,
the falsehood is placed beyond dispute in a letter of Appendix, No. VIII.
thanks, written to colonel Trant, by the French officers
who fell into his hands.
This disaster made no change in Massena’s dispositions. He
continued his march, and, on the 8th, his advanced guard drove the
cavalry picquets out of Rio Mayor. General Slade, who commanded,
took no heed of this; and the enemy, pushing rapidly on, was like to
have taken the brigade of artillery in Alcoentre; a good deal of
confusion ensued, but the royals and the sixteenth drove the French
out of the town, sabred many, and made twelve prisoners. The next
day the skirmish was renewed with various turns of fortune, but,
finally, the British retreated.
Meanwhile the allied army was entering the Lines. The first, fourth,
and fifth divisions in the centre by Sobral, the third division on the left
by Torres Vedras, and Hill’s corps on the right by Alhandra. The light
division and Pack’s brigade should also have entered by Aruda. But
Crawfurd, who had reached Alemquer on the 9th, was still there, at
three o’clock, p. m. on the 10th. The weather being stormy, the men
were placed under cover, and no indication of marching was given
by the general. The cavalry had already filed into the Lines; yet no
guards were posted, no patroles sent forward, nor any precaution
taken against surprise, although the town, situated in a deep ravine,
was peculiarly favourable for such an attempt.
Some officers, uneasy at this state of affairs, anxiously watched
the height in front, and, about four o’clock, observed some French
dragoons on the summit, which was within cannon shot. The alarm
was given, and the regiments got under arms, but the posts of
assembly had been marked on an open space, very much exposed,
and from whence the road led through an ancient gateway to the top
of the mountain behind. The enemy’s numbers increased every
moment, and they endeavoured to create a belief that their artillery
was come up. This feint was easily seen through, but the general
desired the regiments to break and re-form on the other side of the
archway, out of gun range, and in a moment all was disorder. The
baggage animals were still loading, the streets were crowded with
the followers of the division, and the whole in one confused mass
rushed or were driven headlong to the archway. Several were
crushed, and with worse troops, a general panic must have ensued;
but the greatest number of the soldiers, ashamed of the order, stood
firm in their ranks until the first confusion had abated.
Nevertheless the mischief was sufficiently great, and the enemy’s
infantry descending the heights, endeavoured some to turn the town
on the left, while others pushed directly through the streets in pursuit,
and thus with his front in disorder, and his rear skirmishing, Crawfurd
commenced a retreat. The weather was, however, so boisterous that
the fire soon ceased, and a few men wounded and the loss of some
baggage was all the hurt sustained; yet so uncertain is every thing in
war, that this affair had like to have produced the most terrible results
in another quarter.
The division, instead of marching by Caregada and Cadafaes,
followed the route of Sobral, and was obliged in the night to make a
flank march of several miles along the foot of the Lines to gain
Aruda, which was meanwhile left open to the enemy. Hence, the
cavalry patroles from Villa Franca, meeting some stragglers and
followers of the camp near Caregada, were by them told that the
light division was cut off, a report confirmed in some measure by the
unguarded state of Aruda, and by the presence of the enemy’s
scouts on that side. This information alarmed general Hill for the
safety of the second line, and the more so that the weakest part was
in the vicinity of Aruda; he made a retrograde movement towards
Alverca with a view to watch the valley of Calandrix, or to gain the
pass of Bucellas according to circumstances. Hence, when the
enemy was in full march against the Lines, the front from Alhandra to
the forts above Sobral, a distance of eight or nine miles, was quite
disgarnished of troops. The true state of affairs was, however,
quickly ascertained, and Hill regained Alhandra before day-light on
the 11th.
During this time the second and the eighth corps passed
Alemquer, the former marching upon Villa Franca, the latter upon
Sobral. Reynier’s movements were languid, he did not discover the
unguarded state of Alhandra, and his picquets did not enter Villa
Franca until the next day; but general Clausel, one of the most
distinguished officers in the French army, coming upon Sobral in the
dusk with the head of the eighth corps dislodged the troops of the
first division, occupied the ridge on which the town is built, and in the
night threw up some entrenchments close under the centre of the
allies position.
It is however time to give a more detailed description of those
celebrated works, improperly called
T H E L I N E S O F TO R R E S V E D R A S .
It has been already said, that they consisted of three Memoranda of the
lines, &c. by Col. J.
distinct ranges of defence. T. Jones, Royal
Engineers, printed
The first, extending from Alhandra on the Tagus to for private
circulation.
the mouth of the Zizandre on the sea-coast, was,
following the inflections of the hills, twenty-nine miles long.
The second, traced at a distance varying from six to ten miles in
rear of the first, stretched from Quintella on the Tagus to the mouth
of the St. Lorenza, being twenty-four miles in length.
The third, intended to cover a forced embarkation, extended from
Passo d’Arcos on the Tagus to the tower of Junquera on the coast.
Here an outer line, constructed on an opening of three thousand
yards, enclosed an entrenched camp designed to cover the
embarkation with fewer troops, should the operation be delayed by
bad weather; and within this second camp, Fort St. Julian’s (whose
high ramparts and deep ditches defied an escalade) was armed and
strengthened to enable a rear-guard to protect both itself and the
army.
The nearest part of the second line was twenty-four miles from
these works at Passo d’Arcos, and some parts of the first line were
two long marches distant; but the principal routes led through Lisbon,
where measures were taken to retard the enemy and give time for
the embarkation.
Of these stupendous Lines, the second, whether regarded for its
strength or importance, was undoubtedly the principal, and the
others only appendages, the one as a final place of refuge, the other
as an advanced work to stem the first violence of the enemy, and to
enable the army to take up its ground on the second line without
hurry or pressure. Massena having, however, wasted the summer
season on the frontiers, the first line acquired such strength, both
from labour and from the fall of rain, that lord Wellington resolved to
abide his opponent’s charge there.
The ground presented to the French being, as it were, divided into
five parts or positions, shall be described in succession from right to
left.
1º. From Alhandra to the head of the valley of Calandrix. This
distance, of about five miles, was a continuous and lofty ridge,
defended by thirteen redoubts, and for two miles rendered
inaccessible by a scarp fifteen to twenty feet high, executed along
the brow. It was guarded by the British and Portuguese divisions
under general Hill, and flanked from the Tagus by a strong flotilla of
gun-boats, manned by British seamen.
2º. From the head of the vale of Calandrix to the Pé de Monte.
This position, also five miles in length, consisted of two salient
mountains forming the valley of Aruda, that town being exactly in the
mouth of the pass. Only three feeble redoubts, totally incapable of
stopping an enemy for an instant, were constructed here; the
defence of the ground was entrusted to general Crawfurd and the
light division.
3º. The Monte Agraça. This lofty mountain overtopped the
adjacent country in such a manner, that from its summit the whole of
the first line could be distinctly observed. The right was separated
from the Aruda position, by a deep ravine which led to nothing, the
left overlooked the village and valley of Zibreira, and the centre
overhung the town of Sobral. The summit of this mountain was
crowned by an immense redoubt, mounting twenty-five guns, and
having three smaller works, containing nineteen guns, clustered
around. The garrisons, amounting to two thousand men, were
supplied by Pack’s brigade, and on the reverse of the position, which
might be about four miles in length, the fifth division, under general
Leith, was posted in reserve.
4º. From the valley of Zibreira to Torres Vedras. This position,
seven miles long, was at first without works, because it was only
when the rains had set in, that the resolution to defend the first line
permanently, was adopted. But the ground being rough and well
defined, and the valley in front watered by the Zizandre, now
become a considerable river, it presented a fine field of battle for a
small army. The first and fourth, and a sixth division formed of troops
just arrived from England and from Cadiz, were there posted, under
the immediate command of lord Wellington himself; and his head-
quarters were fixed at Pero Negro, near the Secorra, a rock, on
which a telegraph was erected, communicating with every part of the
Lines.
5º. From the heights of Torres Vedras to the mouth of the
Zizandre. The right flank of this position and the pass in front of the
town of Torres Vedras were secured, first, by one great redoubt,
mounting forty guns, and, secondly, by several smaller forts,
judiciously planted so as to command all the approaches. From
these works to the sea a range of moderate heights were crowned
with small forts; but the chief defence there, after the rains had set
in, was to be found in the Zizandre, which was not only unfordable,
but overflowed its banks, and formed an impassable marsh. A paved
road, parallel to the foot of the hills, run along the whole front, that is,
from Torres Vedras, by Runa Sobral and Aruda, to Alhandra. This
was the nature of the first line of defence; the second was still more
formidable.
1º. From the mouth of the St. Lourença to Mafra, a distance of
seven miles, there was a range of hills naturally steep, artificially
scarped, and covered by a deep, and in many parts impracticable
ravine. The salient points were secured by forts, which flanked and
commanded the few accessible points; but as this line was
extensive, a secondary post was fortified a few miles in the rear, to
secure a road leading from Ereceira to Cintra.
2º. On the right of the above line the Tapada, or royal park of
Mafra, offered some open ground for an attack. Yet it was strong,
and, together with the pass of Mafra, was defended by a system of
fourteen redoubts, constructed with great labour and care, well
considered with respect to the natural disposition of the ground, and,
in some degree, connected with the secondary post spoken of
above: in front, the Sierra de Chypre, covered with redoubts,
obstructed all approaches to Mafra itself.
3º. From the Tapada to the pass of Bucellas, a space of ten or
twelve miles, which formed the middle of the second line, the country
is choked by the Monte Chique, the Cabeça, or head of which is in
the centre of, and overtopping all the other, mountain masses. A
road, conducted along a chain of hills, high and salient, but less bold
than any other parts of the line, connected Mafra with the Cabeça,
and was secured by a number of forts. The country in front was
extremely difficult, and a second and stronger range of heights,
parallel to and behind the first, offered a good fighting position, which
could only be approached with artillery by the connecting road in
front, and to reach that, either the Sierra de Chypre, on the left, or
the pass of the Cabeça de Monte Chique, on the right, must have
been carried. Now the works covering the latter consisted of a
cluster of redoubts constructed on the inferior rocky heads in
advance of the Cabeça, and completely commanding all the
approaches, and both from their artificial and natural strength, nearly
impregnable to open force. The Cabeça and its immediate flanks
were considered secure in their natural precipitous strength; and, in
like manner, the ridges connecting the Cabeça with the pass of
Bucellas, being impregnable, were left untouched, save the blocking
of one bad mule road that led over them.
4º. From Bucellas (the pass of which was difficult and strongly
defended by redoubts on each side) a ridge, or rather a collection of
impassable rocks, called the Sierra de Serves, stretches to the right
for two miles without a break, and then dies away by gradual slopes
in the low ground about the Tagus. These declivities and the flat
banks of the river offered an opening two miles and a half wide,
which was laboriously and carefully strengthened by redoubts,
water-cuts, and retrenchments, and connected by a system of forts
with the heights of Alhandra, but it was the weakest part of the whole
line in itself, and the most dangerous from its proximity to the valleys
of Calandrix and Aruda.
There were five roads practicable for artillery piercing the first line
of defence, namely, two at Torres Vedras, two at Sobral, and one at
Alhandra; but as two of these united again at the Cabeça, there
were, in fact, only four points of passage through the second line,
that is to say, at Mafra, Monte Chique, Bucellas, and Quintella in the
flat ground. The aim and scope of all the works was to bar those
passes and to strengthen the favourable fighting positions between
them, without impeding the movements of the army. These objects
were attained, and it is certain that the loss of the first line would not
have been injurious, save in reputation, because the retreat was
secure upon the second and stronger line, and the guns of the first
were all of inferior calibre, mounted on common truck carriages, and
consequently immoveable and useless to the enemy.
The movements of the allies were free and unfettered by the
works. But the movements of the French army were impeded and
cramped by the great Monte Junta, which, rising opposite the centre
of the first line, sent forth a spur called the Sierra de Baragueda in a
slanting direction, so close up to the heights of Torres Vedras that
the narrow pass of Ruña alone separated them. As this pass was
commanded by heavy redoubts, Massena was of necessity obliged
to dispose his forces on one or other side of the Baragueda, and he
could not transfer his army to either without danger; because the
sierra, although not impassable, was difficult, and the movement,
which would require time and arrangement, could always be
overlooked from the Monte Agraça, whence, in a few hours, the
allied forces could pour down upon the head, flank, or rear of the
French while in march. And this with the utmost rapidity, because
communications had been cut by the engineers to all important
points of the Lines, and a system of signals were established, by
which orders were transmitted from the centre to the extremities in a
few minutes.
Thus much I have thought fit to say respecting the Lines, too little
for the professional reader, too much, perhaps, for a general history.
But I was desirous to notice, somewhat in detail, works, more in
keeping with ancient than modern military labours, partly that a just
idea might be formed of the talents of the British engineers who
constructed them, and partly to show that lord Wellington’s measures
of defence were not, as some French military writers have supposed,
dependent upon the first line. Had that been stormed, the standard
of Portuguese independence could still have been securely planted
amidst the rocks of the second position.
To occupy fifty miles of fortification, to man one hundred and fifty
forts, and to work six hundred pieces of artillery, required a number
of men; but a great fleet in the Tagus, a superb body of marines sent
out from England, the civic guards of Lisbon, the Portuguese heavy
artillery corps, the militia and the ordenança of Estremadura
furnished, altogether, a powerful reserve. The native artillery and the
militia supplied all the garrisons of the forts on the second, and most
of those on the first line. The British marines occupied the third line:
the navy manned the gun-boats on the river, and aided, in various
ways, the operation in the field. The recruits from the depôts, and all
the men on furlough, being called in, rendered the Portuguese army
stronger than it had yet been; and the British army, reinforced, as I
have said, both from Cadiz and England, and remarkably healthy,
presented such a front as a general would desire to see in a
dangerous crisis.
Vol. 3, Plate 8.
LINES of Torres Vedras

1810.
Published by T. & W. Boone 1830.
It was, however, necessary not only to have strength, but the
appearance of strength; and lord Wellington had so dealt with
Romana that, without much attention to the wishes of his own
government, the latter agreed to join the allies with two divisions.
The first, under his own command, crossed the Tagus at Aldea
Gallega on the 19th of October, reached head-quarters the 24th, and
was posted at Enxara de los Cavalleros, just behind the Monte
Agraça; the other followed in a few days: and thus, before the end of
October, not less than one hundred and thirty thousand fighting men
received rations within the Lines; more than seventy thousand being
regular troops, completely disposable and unfettered by the works.
Meanwhile, Mendizabel, with the remainder of the Spanish army,
reinforced by Madden’s Portuguese dragoons, advanced towards
Zafra. Ballasteros, at the same time, moved upon Araceña; and
Mortier, ignorant of Romana’s absence, retired across the Morena on
the 8th, for Soult was then seriously menacing Cadiz. Thus fortune
combined, with the dispositions of the English general, to widen the
distance, and to diversify the objects of the French armies, at the
moment when the allies were concentrating the greatest force on the
most important point.
Massena, surprised at the extent and strength of works, the
existence of which had only become known to him five days before
he came upon them, employed several days to examine their nature.
The heights of Alhandra he judged inattackable; but the valleys of
Calandrix and Aruda attracted his attention. Through the former he
could turn Hill’s position, and come at once upon the weakest part of
the second line; yet the abattis and the redoubts erected, and hourly
strengthening, gave him little encouragement to attack there; while
the nature of the ground about Aruda was such that he could not
ascertain what number of troops guarded it, although he made
several demonstrations, and frequently skirmished with the light
division, to oblige Crawfurd to shew his force. That general, by
making the town of Aruda an advanced post, rendered it impossible
to discover his true situation without a serious affair; and, in a short
time, his division, with prodigious labour, secured the position in a
manner really worthy of admiration.
Across the ravine on the left, a loose stone wall, sixteen feet thick
and forty feet high, was raised; and across the great valley of Aruda,
a double line of abattis was drawn; not composed, as is usual, of the
limbs of trees, but of full-grown oaks and chestnuts, dug up with all
their roots and branches, dragged, by main force, for several
hundred yards, and then reset and crossed, so that no human
strength could break through. Breast-works, at convenient distances,
to defend this line of trees, were then cast up; and along the summits
of the mountain, for a space of nearly three miles, including the
salient points, other stone walls, six feet high and four in thickness,
with banquettes, were built; so that a good defence could have been
made against the attacks of twenty thousand men.
The next points that drew Massena’s attention were the Monte
Agraça and the vale of the Upper Zizandre, where, from the recent
period at which lord Wellington had resolved to offer battle on the
first line, no outworks had been constructed; and the valley of
Zibreira, and even the hills above Runa, had not been fortified. Here
it was possible to join battle on more equal terms, but the position of
the allies was still very formidable; the flanks and rear were
protected by great forts, and not only was a powerful mass of troops
permanently posted there, but six battalions, drawn from Hill’s corps,
and placed at Bucellas, could, in a very short time, have come into
action.
Beyond Runa, the Baragueda ridge and the forts of Torres Vedras
forbad any flank movement by the French general; and it only
remained for him to dispose his troops in such a manner between
Villa Franca and Sobral that, while the heads of the columns
menaced the weakest points of the Lines, a few hours would suffice
to concentrate the whole army at any part between the Tagus and
the Baragueda ridge. The second corps, still holding the hills
opposite Alhandra, extended its right along some open ground as far
as Aruda, and being covered, at that point, by a force of cavalry, was
connected with the eighth corps; the head of which was pushed
forward on Sobral, occupying the lower ridges of the Baragueda, and
lining the banks of the Zizandre as far as Duas Portas on the road to
Runa: the outposts of the two armies being nearly in contact.
Massena did not bring the sixth corps beyond Otta, and his
dispositions were not made without several skirmishes, especially
near Sobral, on the morning of the 14th, when, attempting to
dislodge the seventy-first regiment from a field-work, his troops were
repulsed, pursued, and driven from their own retrenchments, which
were held until evening; and only evacuated because the whole of
the eight corps was advancing for the purpose of permanently
establishing its position. The loss of the allies in these petty affairs
amounted to one hundred and fifty; of which, the greatest part fell at
Sobral; that of the enemy was estimated higher. The English general
Harvey was wounded, and at Villa Franca the fire of the gun-boats
killed the French general St. Croix, a young man of signal ability and
promise.
The war was now reduced to a species of blockade: Massena’s
object being to feed his army until reinforcements reached it; lord
Wellington’s to starve the French before succour could arrive. The
former spread his moveable columns in the rear to seek for
provisions, and commenced forming magazines at Santarem, where
his principal depôt was established; but the latter drew down all the
militia and ordenança of the north on the French rear, putting their
right in communication with the garrison of Peniché, and their left
with the militia of Lower Beira. To strengthen the latter he prevailed
on Carlos d’España to cross the Tagus, and act between Castello
Branco and Abrantes; and thus the French were completely
enclosed, without any weakening of the regular army.
To aid the communication between Peniché and the militia, a
Spanish light battalion and a strong body of English cavalry
advanced to Ramalhal. Obidos, surrounded by old walls, was placed
in a temporary state of defence, and garrisoned by three hundred
Portuguese, under major Fenwick; and a moveable column, under
colonel Waters, issuing from Torres Vedras, made incursions against
the enemy’s marauding detachments, capturing many prisoners, and
part of a considerable convoy which was passing the Baragueda.
The French were thus continually harassed, yet their detachments
scoured the whole country, even beyond Leiria, and obtained
provisions in considerable quantities.

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Full Download PDF of (Ebook PDF) Business Research Methods 9th Edition All Chapter

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(eBook PDF) Business Research

Methods 9th Edition

Research Methods for Business Students, 9th Edition

(eBook PDF) Business Research Methods 12th Edition

Business Research Methods 2nd Edition (eBook PDF)

(eBook PDF) Business Research Methods 14th Edition

(eBook PDF) Business Research Methods 3rd Edition by

(eBook PDF) Business Research Methods 5th Edition by

(eBook PDF) The Essentials of Business Research Methods

(eBook PDF) Effective Teaching Methods: Research-Based

PART ONE Introduction, 1

PART TWO Beginning Stages of the Research Process, 105

PART THREE Research Methods for Collecting Primary Data, 183

PART FOUR Measurement Concepts, 287

PART FIVE Sampling and Fieldwork, 383

PART SIX Data Analysis and Presentation, 457

PART SEVEN Comprehensive Cases with Computerized

PART ONE Questions for Review and Critical Thinking, 16

Intranets, 33 Research Snapshot Rolling Rock, 66

PART TWO Qualitative “versus” Quantitative Research, 133

Observation of Human Behavior, 238 Issues of Experimental Validity, 271

Summary, 249 CASE 12.1 Tooheys, 285

CHAPTER 14 Survey This!, 335

Message Communication/Playback (Sales Point Random Sampling and Nonsampling

Survey This!, 412 Principles of Good Interviewing, 449

Introduction, 442 Research Snapshot Do You Have Integrity?, 462

Computerized Survey Data Processing, 476 Survey This!, 508

Calculating Rank Order, 494

Partitioning Variance in ANOVA, 544 CHAPTER 24

Introduction, 561 Summary, 602

Basic Business Research Report, 619 PART SEVEN

Enhancements in Business Research Methods

Organization of the Book

Additionally, Chapter 12 focuses specifically on experimental research. Experiments allow the

processes in a variety of modern businesses situations, ranging from international consider-

Comprehensive Instructor Resources

■■ Web resources at http://login.cengage.com provide the latest information about what’s

Resources for Students

1º. “Attack vigorously, after having observed well where to strike.”

Colonel Trant reached Milheada, intending to form a junction with

LINES of Torres Vedras

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