ABSTRACT
In this chapter, the authors share the ways that organizational autoethnography thrives in terms of high quality by pointing out issues that could well be emulated by a range of scholars. They explore the ways the Big-Tent model challenges organizational autoethnographic research. Indeed, when the Big-Tent model is examined in terms of organizational autoethnography, the authors suggest some ways that typical notions of quality might be fruitfully modified, complicated, or expanded. They propose a foundational element that anchors the Big-Tent criteria: the bedrock of the researcher him or herself. According to Sarah J. Tracy, the Big-Tent model emerged from a review of literature that ranged across paradigms regarding what makes for excellent qualitative research. Even as Sarah J. Tracy created the Big-Tent model, she acknowledged that “values for quality, like all social knowledge, are ever changing and situated within local contexts and current conversations.
