252 Chapter 7 Figure 7.2 Altered organizational resilience framework with an extra arrow from “power and responsibility” towards “coping” Figure 1: Altered organizational resilience framework with an extra orange arrow from “power and responsibility” towards “coping” 7.5 Methodological reflections As this work was based on qualitative methods, the limitations concern those related to expert opinions through means of interviews and focus groups. Our sampling strategy was intentional, as we sought known experts in the field, who then referred others they knew. This involved bias, which we attempted to balance with triangulation of data from other literary sources. With regards to the generalizability, our work has been focused on Sanquin, a high-income BE with a unique identity of being both not-for-profit and for-profit, so that our specific findings are for the organization alone. However, the work done in Part I included the expertise of international experts and the data on the transformational factors affecting future RBC demand are broadly pertinent and applicable. Furthermore, the transferability of this research is wider, for the scenario development methodology we employed in Part I, including the literature reviews in Chapters 2 and 3, could be easily adapted or performed in other settings. As discussed in Chapter 4, such methodology can be contextualized to specific setting so its results could be made a better fit and the work that we have done in Chapters 2-4 could be
RkJQdWJsaXNoZXIy MTk4NDMw