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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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.

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Item metadata

Item type:	Article
ID code:	4319
Dates:	Date Event 2003 Published
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 Jun 2021 02:11
URI:	https://strathprints.strath.ac.uk/id/eprint/4319

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