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
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:04 Jul 2020 00:28
URI:https://strathprints.strath.ac.uk/id/eprint/4319
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