Huxham, C. and Vangen, S. (2003) Researching organizational practice through action research: Case studies and design choices. Organizational Research Methods, 6 (3). pp. 383-403. ISSN 1094-4281
Full text not available in this repository. (Request a copy from the Strathclyde author)Official URL: http://dx.doi.org/10.1177/1094428103254454
Abstract
This article contributes to an understanding of action research as a phenomenological methodological paradigm for carrying out research into management and organizations. Two case studies of action research are presented. Three areas of choice - overtness, visibility, and riskiness - that emerge out of the cases and that are significant issues in designing action research projects are discussed. Highlighting and explicating these provides a basis for greater rigor and reflexivity in action research.
| Item type: | Article |
|---|---|
| ID code: | 4319 |
| Keywords: | action research, qualitative research methods, emergent theory, Management. Industrial Management |
| Subjects: | Social Sciences > Industries. Land use. Labor > Management. Industrial Management |
| Department: | Strathclyde Business School > Management |
| Related URLs: | |
| Depositing user: | Strathprints Administrator |
| Date Deposited: | 16 Oct 2007 |
| Last modified: | 04 Oct 2012 12:07 |
| URI: | http://strathprints.strath.ac.uk/id/eprint/4319 |
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