110 S. Bolwig et al.
6.3 Methods
This chapter is based on a case study of Nordic breweries and their handling
of spent grain. The research follows a multiple case- study design (Bryman,
2015; Pettigrew & Whipp, 1991). Thirty- two breweries were selected
through purposive sampling (Bryman, 2015). Seventeen were selected from
Denmark from a database of 107 breweries (Ratebeer, 2017), and fifteen from
Norway based on a list provided to the authors by the Norwegian Brewers’
Association. The sample has breweries in a range of sizes, with a predominance of those producing up to 500,000 hectolitres of beer per year.
Table 6.1 gives the key characteristics of the breweries that were interviewed
for this study. We henceforth refer to the breweries by number rather than
name to ensure the confidentiality of the information obtained in the
interviews.
Eighteen breweries were interviewed through short telephone interviews,
and an additional, in- depth interview lasting 90 to 120 minutes was undertaken with fourteen breweries following a semi- structured interview design
(Bryman, 2015). The guide for the in- depth interviews was informed by a
value chain approach and addressed topics such as firm characteristics, CSR
strategies, spent grain value chain (structure, actors, coordination and technology), spent grain economics, alternative uses of spent grain, R&D projects,
and policies and institutions. See Gereffi and Fernandez- Stark (2016) and the
section on governance for waste valorisation in Chapter 3. We also reviewed
academic publications and grey literature such as industry and company
reports.
The interview data was analysed in two rounds. After structuring the data
using the qualitative data analysis software Atlas (Atlas.ti, ver. 7.5.16), using
an inductive approach, we derived five categories or factors of spent grain
management from the interview data: economy, product, CSR, production
and regulation. For each factor, we identified and described a number of variables, based on a review of the literature and the interview data. Table 6.2
lists these factors and variables.
Three aspects of spent grain management were likewise identified based on
the nature of the interview statements: activities, opportunities and barriers
(section 6.6), i.e. whether a statement related to an activity currently undertaken by the brewery, a future opportunity for alternative use or a barrier to
realising such opportunities. The interviews were then screened again for relevant statements regarding spent grain factors and aspects. This analysis
involved the quantification of the statements given in the interviews on the
factors and aspects, as well as qualitative analyses. The results are presented in
sections 6.5 and 6.6.
6.3 Methods
This chapter is based on a case study of Nordic breweries and their handling
of spent grain. The research follows a multiple case- study design (Bryman,
2015; Pettigrew & Whipp, 1991). Thirty- two breweries were selected
through purposive sampling (Bryman, 2015). Seventeen were selected from
Denmark from a database of 107 breweries (Ratebeer, 2017), and fifteen from
Norway based on a list provided to the authors by the Norwegian Brewers’
Association. The sample has breweries in a range of sizes, with a predominance of those producing up to 500,000 hectolitres of beer per year.
Table 6.1 gives the key characteristics of the breweries that were interviewed
for this study. We henceforth refer to the breweries by number rather than
name to ensure the confidentiality of the information obtained in the
interviews.
Eighteen breweries were interviewed through short telephone interviews,
and an additional, in- depth interview lasting 90 to 120 minutes was undertaken with fourteen breweries following a semi- structured interview design
(Bryman, 2015). The guide for the in- depth interviews was informed by a
value chain approach and addressed topics such as firm characteristics, CSR
strategies, spent grain value chain (structure, actors, coordination and technology), spent grain economics, alternative uses of spent grain, R&D projects,
and policies and institutions. See Gereffi and Fernandez- Stark (2016) and the
section on governance for waste valorisation in Chapter 3. We also reviewed
academic publications and grey literature such as industry and company
reports.
The interview data was analysed in two rounds. After structuring the data
using the qualitative data analysis software Atlas (Atlas.ti, ver. 7.5.16), using
an inductive approach, we derived five categories or factors of spent grain
management from the interview data: economy, product, CSR, production
and regulation. For each factor, we identified and described a number of variables, based on a review of the literature and the interview data. Table 6.2
lists these factors and variables.
Three aspects of spent grain management were likewise identified based on
the nature of the interview statements: activities, opportunities and barriers
(section 6.6), i.e. whether a statement related to an activity currently undertaken by the brewery, a future opportunity for alternative use or a barrier to
realising such opportunities. The interviews were then screened again for relevant statements regarding spent grain factors and aspects. This analysis
involved the quantification of the statements given in the interviews on the
factors and aspects, as well as qualitative analyses. The results are presented in
sections 6.5 and 6.6.