Researching organizational practice through action research: Case studies and design choices
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
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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.
Creators(s): | Huxham, C. and Vangen, S.; | Item type: | Article |
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ID code: | 4319 |
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: | 06 Jan 2021 08:12 |
URI: | https://strathprints.strath.ac.uk/id/eprint/4319 |
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