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 1094-4281Full text not available in this repository. (Request a copy from the Strathclyde author)
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.
|Keywords:||action research, qualitative research methods, emergent theory, Management. Industrial Management, Strategy and Management, Decision Sciences(all), Management of Technology and Innovation|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Strategy and Organisation|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||16 Oct 2007|
|Last modified:||27 May 2016 02:35|