Implementasi Metode Analisis Menggunakan NVivo dalam Penelitian Kualitatif

Authors

  • Hartono Hartono Universitas 17 Agustus 1945 Surabaya
  • Jose Da Silva Universitas 17 Agustus 1945 Surabaya
  • Francisco Da Costa Universitas 17 Agustus 1945 Surabaya
  • Donny Melianto Universitas 17 Agustus 1945 Surabaya
  • Made Suparta Universitas 17 Agustus 1945 Surabaya

DOI:

https://doi.org/10.30640/jmcbus.v3i2.4652

Keywords:

coding, data visualization, NVivo, qualitative analysis, social research

Abstract

Hartono, 2025. Analysis Using Nvivo In Qualitative Research. Doctoral Program, 17 Agustus 1945 University, Surabaya. Qualitative research plays an important role in exploring social phenomena in depth, but often faces challenges in managing and analyzing complex data. NVivo is a software solution designed to help researchers conduct qualitative data analysis systematically and efficiently. This paper discusses the use of NVivo in analyzing in-depth interview data on public perceptions of public transportation policies. With a descriptive approach and case studies, this paper shows how NVivo facilitates the process of coding, category creation (nodes), pattern searching (query), and data visualization. The results of the analysis show that NVivo improves accuracy, efficiency, and facilitates collaboration in qualitative research. Thus, NVivo is recommended as an important tool in improving the quality and validity of social research results.

References

Bazeley, P., & Jackson, K. (2013). Qualitative data analysis with NVivo. Sage Publications.

QSR International. (2020). NVivo 12 user guide. https://www.qsrinternational.com

Richards, L. (1999). Using NVivo in qualitative research. Sage Publications.

Silver, C., & Lewins, A. (2014). Using software in qualitative research: A step-by-step guide. Sage

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Published

2025-06-20

How to Cite

Hartono Hartono, Jose Da Silva, Francisco Da Costa, Donny Melianto, & Made Suparta. (2025). Implementasi Metode Analisis Menggunakan NVivo dalam Penelitian Kualitatif. Journal of Management and Creative Business, 3(2), 191–198. https://doi.org/10.30640/jmcbus.v3i2.4652