One of the most celebrated aspects of 3M's entrepreneurial workplace culture is the 15% rule that encourages employees to explore and work together to generate ideas. Product development is driven by the cross-fertilization of ideas and new technologies that are shared across the entire company. "Products belong to divisions, but technologies and ideas belong to the company."

Building a vision through effective leadership allows employees to understand the importance of achieving 3M's vision. Innovation is a cornerstone of 3M's self-image and the company prides itself on a culture of success stories by celebrating the achievement of its people. The importance of innovation is communicated and reinforced, which led to a replication of success. It is also important to emphasize foresight to "...anticipate the structure of the future before it arrives." 3M can solve articulated needs, whereby customers know and communicate what they need; as well as unarticulated needs, whereby 3M proactively provides a solution for a problem that the customers do not yet realize they have!

3M also sets goals to challenge their people to strive for significant improvements. One objective is to generate 30% of all sales from new products introduced in the past four years. However, 3M's commitment to stretching goals is demonstrated through an additional objective; to cut the time for new products to reach the market by a further 50%. Within the management, there is a philosophy to empower employees. The saying of "Hire good people and leave them alone", is still evidently paramount within the organization. 3M's management believes that employees need freedom to achieve their goals. Empowered employees are given both responsibility and accountability for key tasks. The company trusts employees, provides direction, support and resources, with minimal interference. This collaborative management style is effective when dealing with intrinsically motivated and highly qualified professionals.

3M also believes that successful people need to work with others. Management communicates the vision; employees communicate opportunities to management - the dialogue extends into multiple channels throughout the organization. 3M use technical forums, trade fairs and conferences to encourage networking and ideas sharing. Staff use part of their 15% self-managed time to help people from other areas. Networking occurs internally across platforms and externally through customer feedback and joint ventures. Staff can be transferred locally and globally and apply their particular expertise on projects. This adds value by sharing both expertise and the experience of 3M's diverse global culture.

3M recognizes the importance of rewards and recognitions. 3M's celebrated Innovator Award is given to individuals who use their 15% self-directed work time to develop a new product or technology. The highly prestigious Circle of Technical Excellence honors extra effort, motivation and creativity. 3M has a dual career structure that maintains parity between technical and corporate staff. Outstanding technical employees can be promoted into positions such as Corporate Scientist or they can move into management with the same opportunities for salary, benefits and other privileges. This encourages top performers to stay with the company.

1.If you were a researcher who are interested in studying certain aspects of 3M, propose a research question (RQ) that is appropriate for a qualitative inquiry into 3M. From the scenario, explain your motivation for proposing such a RQ.

2.Using the context of the scenario, explain to which category of research design (Exploratory, Descriptive, Explanatory, or Emancipatory) does your RQ belong?

3.Discuss at least three (3) qualitative research methods you would use to answer your RQ. Explain how these methods relate to one another and also your rationale for why they are appropriate to your RQ in this scenario.