Abstract
This article aims to understand the role of peer debriefing in organizational ethnography. We define peer debriefing as extensive discussions that take place on a regular basis between an organizational ethnographer and one or more academic peers, which provide the ethnographer an opportunity for catharsis, relies on mutual trust and addresses the progress of the investigation and its outcomes. We show that this qualitative method is useful for improving data collection, helping organizational ethnographers find the right distance from the field, developing research outputs and improving mutual adjustment for collaboration between researchers. This research offers methodological and practical implications, especially for PhD students, practitioner researchers and organizational ethnographic teams.
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