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 (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 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, SDG 9 - Industry, Innovation, and Infrastructure
  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:	19 May 2023 01:10
  URI:	https://strathprints.strath.ac.uk/id/eprint/4319