Action research: a way of researching or a way of managing?

2003 ◽  
Vol 8 (2) ◽  
pp. 100-104 ◽  
Author(s):  
Richard Lilford ◽  
Rachel Warren ◽  
David Braunholtz
Keyword(s):  
Action Research ◽  
Change Process ◽  
Research Finding ◽  
Organisational Change ◽  
Total Quality ◽  
Discrete Form ◽  
Effect Change ◽  
Managerial Action ◽  
Service Managers ◽  
Change Monitoring

Scrutinising recent systematic reviews both on action research and on the management of change in organisations, we have made two observations which, we believe, clarify a rather amorphous literature. First, by comparing formal descriptions of each, action research cannot be clearly distinguished from many other change methodologies. This applies particularly to total quality management (TQM). Both action research and TQM are cyclical activities involving examination of existing processes, change, monitoring the apparent effects of the change and further change. Both emphasise active participation of stakeholders. The examples used to illustrate action research would serve equally well as examples of TQM and vice versa. Second, the methods used in action research are neither specific to action research nor are they of any particular kind. It therefore follows that action research, in so far as it purports to describe a unique or discrete form of research rather than a change process, is a misnomer. Based on these observations, we make two suggestions. Organisational change should be described in terms of the steps actually taken to effect change rather than in 'terms of art' which, like the various brands of post-Freudian psychotherapy, obscure what they have in common rather than illuminate substantive differences. And the research embedded in any cyclical managerial process can have two broad (non-exclusive) aims: to help local service managers to take the next step or to assist managers in other places and in future years to make decisions. These can be described as limited (formative) and general (summative) aims. Whether, or to what extent, a research finding is generalisable across place and time is a matter of judgement and turns on the form of the research and on its context; it is completely independent of whether or not the research was carried out within a cycle of managerial action currently described by terms such as action research or TQM.

Evaluation of an action research project in workforce development and organisational change: Healthy Ageing—Nutrition

2008 ◽  
Vol 8 (1) ◽  
pp. 11-19 ◽  
Author(s):  
Gwyneth M Jolley
Keyword(s):  
Action Research ◽  
Workforce Development ◽  
Organisational Change ◽  
Healthy Ageing ◽  
Evaluation Methodology ◽  
Research Approach ◽  
Action Research Project ◽  
Research Project ◽  
Action Research Approach

This article reports on the evaluation of an action research project designed to support workforce development in the promotion of healthy nutrition for older people. The evaluation methodology was grounded by the action research approach of the project and focused on case studies of the 10 partner organisations. Findings indicate that the Healthy Ageing—Nutrition Project has resulted in a large increase in awareness and knowledge about healthy ageing and nutrition in the case study organisations, and to a lesser extent, in the broader health and aged care sectors. For the case study organisations it seems likely that transformational change has been made through the project's work of building capacity, mediating and facilitating change and providing resources. Support at board and management level, as well as thoughtful development of the workforce, were critical success factors in bringing about organisational change. The main challenge was identified as time and resources needed. Follow-up evaluation of the health outcomes from nutritional assessment, screening and intervention should also be implemented in order to provide further evidence of the value of this effort.

scholarly journals Improving the timeliness of mental health assessment for children and adolescents in a multidisciplinary team

2014 ◽  
Vol 4 (1) ◽  
pp. 1-13
Author(s):  
Nicola Evans ◽  
Keyword(s):  
Mental Health ◽  
Action Research ◽  
Children And Adolescents ◽  
Health Assessment ◽  
Organisational Change ◽  
Waiting List ◽  
Assessment Process ◽  
Structured Interviews ◽  
Mental Health Assessment ◽  
Brief Assessment

Background: The waiting list for outpatient Child and Adolescent Mental Health Service (CAMHS) appointments exceeded 12 months. This paper discusses the development and implementation of a bespoke mental health assessment process that improved the timeliness of assessments for referred children and adolescents. Aim: To introduce a new system of managing referrals to reduce the waiting list for children and their families. Methods: Action research methodology was used as an approach to engage practitioners and facilitate change within a multidisciplinary CAMHS in the UK. The methods used to generate data about the intervention were semi structured interviews with families referred to the services and with practitioners working in the team, as well as an examination of waiting list data and a survey of referrers to the service. Findings: As a result of the implementation of a triage approach, the waiting time for a referred child to receive an initial CAMHS assessment was reduced from 12 months to all children being assessed within one month of referral. Referrers to the service and families involved valued the quick response from CAMHS. Conclusions: This was a bespoke process that combined a brief clinical interview, the use of psychometric measures and a team review meeting to create an effective mechanism for conducting brief, robust mental health assessments. Implications for practice: It was possible to glean sufficient detail about the nature of a child’s mental health difficulties from a brief assessment or triage process A brief assessment process might be useful in a number of mental health fields to enable screening, triage or a gateway assessment to be conducted Action research was a useful approach to engage practitioners as collaborating partners during organisational change in a way that promoted sustainability for that change

scholarly journals Professional development of sustainability competences in higher education

2017 ◽  
Vol 18 (5) ◽  
pp. 697-714 ◽  
Author(s):  
Wim Lambrechts ◽  
Elli Verhulst ◽  
Sara Rymenams
Keyword(s):  
Higher Education ◽  
Professional Development ◽  
Change Process ◽  
Organisational Change ◽  
Constructivist Approach ◽  
Content Type ◽  
Political Analysis ◽  
The Individual ◽  
The University

Purpose This paper aims to provide insights into the relation between professional development (PD) and organisational change processes towards sustainability, with a specific focus on empowerment. Design/methodology/approach The paper builds upon a constructivist approach, combining a literature review, a desk research on key publications and reports and a socio-political analysis to reveal the specific context in Flanders, Belgium. Findings are then connected to earlier insights from research on organisational change for sustainability. Findings The paper provides a number of PD initiatives that focus on sustainability in general and in a single higher education (HE) institution. Framing such initiatives as an organisational change process offers insights on how elements of empowerment are currently incorporated in PD initiatives and how it can strengthen them to lead to the further integration of sustainability competences in HE. Research limitations/implications Limitations are linked with the kind of sources used in the constructivist approach. The analysis only looks at written reports on the topic, albeit it also builds upon the first-hand experiences of educators in the HE institution focused upon in the case. Practical implications There is a need to frame PD initiatives as an organisational change process towards sustainability with specific attention towards empowerment. Without this framing, PD approaches comprise the risk of being left in the margins or being understood as single initiatives without any connection to the bigger picture, i.e. the transition towards sustainability in HE. Social implications Interlinking PD and organisational change provides opportunities to frame the sustainability transition within the university in a wider societal context. Originality/value The paper provides an original contribution to the debate on sustainability competences, as it frames the PD within an organisational context, rather than focusing on the individual role of educators.

Enabling processes as routines that facilitate cognitive change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nimruji Jammulamadaka
Keyword(s):  
Action Research ◽  
Capacity Building ◽  
Organisational Change ◽  
Cognitive Change ◽  
Strategy Development ◽  
Strategy Formulation ◽  
Cognitive Changes ◽  
Content Type ◽  
Way Finding ◽  
Learning And Cognition

PurposeThe purpose of this paper is to examine the role of capacity building in reverse mentoring as an enabling routine in bringing about changes in cognitions and capabilities for strategy formulation/implementation and organisational change.Design/methodology/approachThis paper is based on an action research case study of a reverse mentoring initiative for digital transformation in a large metal multinational based in India. The capacity-building action research was carried out during a consultancy project.FindingsTop management team (TMT) change does not always provide the route to change in managerial cognition. Sometimes the TMT has to develop cognitive changes and new cognitions through learning and engage in way-finding to formulate/implement a strategy. Such learning requires routines, here digital reverse mentoring with capacity-building intervention, to enable development of personal knowledge (Eraut, 2000), along with cognitive changes, leading to development of capabilities. Such capacity-building routines serve as the enabling processes that facilitate learning and cognitive change.Research limitations/implicationsThis study demonstrates the value of enabling process routines to facilitate learning and cognition change in bridging strategy implementation and change. It also suggests the need to look at a strategy as way-finding in order to better understand the gap between strategy formulation, implementation and change.Practical implicationsThe study suggests the need for development of learning and cognition change routines as enabling processes in firms and provides insights into how old economy firms may adapt to digital era.Originality/valueThis study documents the routine of digital reverse mentoring as an enabling process for strategy development/implementation.

Contextualizing Action Research

2021 ◽  
pp. 79-101
Author(s):  
Emmanuel Adugu
Keyword(s):  
Action Research ◽  
Change Process ◽  
Research Process ◽  
Empirical Models ◽  
Policy Implications ◽  
After School ◽  
Collaborative Approach ◽  
Community Water ◽  
The World ◽  
Enrichment Program

This chapter focuses on designing and conducting action research in diverse settings. Action research is a collaborative approach to problem solving. It involves consultative problem identification, reflects context, encourages reflexive examination, and ultimately encourages and empowers beneficiaries for desirable change. In that regard, it puts all stakeholders at the core of the change process. The process of change from research project conceptualization to analysis and policy implications is thus made more understandable and meaningful to community actors (beneficiaries). The chapter features three empirical models from diverse parts of the world. These are Model 1: Photo-voice as a form action research depicting an underused footbridge in Barbados; Model 2: DANIDA Community Water and Sanitation Project, Ghana; and REACH After School Enrichment Program, USA. All these models show that action research process is people and community-centered, attentive to the views of people as individuals with their own unique needs, resources, and interests.

scholarly journals Intergenerational communication barriers and pitfalls of business families in transition—a qualitative action research approach

2020 ◽  
Vol 25 (3) ◽  
pp. 515-532 ◽  
Author(s):  
Anita Zehrer ◽  
Gabriela Leiß
Keyword(s):  
Action Research ◽  
Change Process ◽  
Single Case ◽  
Communication Barriers ◽  
Future Research ◽  
Intergenerational Communication ◽  
Research Approach ◽  
Content Type ◽  
Beneficial Effects ◽  
Action Research Approach

PurposeThis paper aims to explore the pertinent issues, barriers and pitfalls of intergenerational communication in business families during their leadership succession period.Design/methodology/approachBuilding on relational leadership theory, the paper makes use of an action research approach using a qualitative single case study to investigate communication barriers and pitfalls in business transition.FindingsThrough action research, interventions were taken in the underlying case, which increased the consciousness, as well as the personal and social competencies of the business family. Thus, business families stuck in ambivalent entanglement understand their underlying motives and needs within the change process, get into closer contact with their emotional barriers and communication hindrances, which is a prerequisite for any change, and break the succession iceberg phenomenon.Research limitations/implicationsFuture research should undertake multiple case studies to validate and/or modify the qualitative methods used in this action research to increase the validity and generalizability of the findings.Practical implicationsGiven the large number of business families in transition, our study shows the beneficial effects action research might have on business families’ communication behavior along a change process. The findings might help other business families to understand the value of action research for such underlying challenges and decrease communication barriers.Originality/valueThis is one of the few studies to have addressed intergenerational communication of business families using an action research approach.

An evaluation of knowledge management tools: Part 2 – managing knowledge flows and enablers

2014 ◽  
Vol 18 (6) ◽  
pp. 1101-1126 ◽  
Author(s):  
Peter Massingham
Keyword(s):  
Action Research ◽  
Empirical Evidence ◽  
Organisational Change ◽  
Knowledge Flows ◽  
Organisational Performance ◽  
Learning Organisation ◽  
Content Type ◽  
Research Findings ◽  
And Performance

Purpose – This paper aims to evaluate a range of best practice knowledge management (KM) ideas used to manage knowledge flows and enablers. In total, four KM toolkits and 23 KM tools were tested over a five-year period (2008-2013), as part of a large-scale longitudinal change project. Each tool was assessed against an evaluative framework designed to test criticisms of KM: strategy, implementation and performance. The results provide empirical evidence about what KM tools work and which do not and why, and outcomes for practitioners, researchers and consultants. Design/methodology/approach – This paper presents a summary of the findings of a large Australian Research Council (ARC) Linkage Project grant in the period of 2008-2013. The case study organisation (CSO) was a large public sector department, which faced the threat of lost capability caused by its ageing workforce and knowledge loss. The project aimed to solve this problem by minimising its impact via achieving learning organisation capacity. The CSO participating in the study was selected because it was a knowledge-intensive organisation, with an ageing workforce. All 150 engineering and technical staff at the CSO were invited to participate, including management and staff. An action research methodology was used. Findings – The results provide empirical evidence that KM can be used to manage knowledge flows and enablers. The highest rating toolkit was knowledge preservation, followed by knowledge usage. The most value was created by using KM to provide “why context” to structural capital (e.g. reports, databases, policies) (meta-data) and to create opportunities to reflect on experience and share the learning outcomes (peer assists and after action reviews). The results tended to support criticism that KM is difficult to implement and identified the main barriers as participation located at the tactical action research level, i.e. why is this useful? Evidence that KM works was found in progress towards learning organisation capacity and in practical outcomes. Research limitations/implications – The action research cycle and learning flows provide opportunities to examine barriers to KM implementation. The research also presents opportunities for further research to examine the findings in other organisational and industry settings, for example, the relationship between the KM toolkits and organisational change and performance, presents an important area for further research. Researchers might also consider some of the toolkits which rated poorly, e.g. knowledge sharing, and challenge these findings, perhaps selecting different KS tools for testing. The paper has limitations. It is based on a single case study organisation, offset, to some degree, by the longitudinal nature of the empirical evidence. It is ambitious and the findings may be controversial. However, the depth of the study and its findings provide rare longitudinal empirical evidence about KM and the results should be useful for practitioners, researchers and consultants. Practical implications – For practitioners, the research findings provide management with an evaluative framework to use when making decisions regarding KM. The findings provide discussion of KM toolkits and tools that may be used to manage knowledge flows and enablers. In addition to the discussion of each tool, there is analysis of what works and what does not and why, barriers to implementation as well as explanation of their impact on organisational change and performance, and a scorecard to guide toolkit choices. This method should allow managers to make sensible decisions about KM. Originality/value – The paper addresses criticisms of KM by examining the KM toolkits within the context of whether knowledge can be managed, implementation barriers may be addressed and improved organisational performance can be demonstrated. This approach allows generalisability of the findings to enable others to apply the research findings in their organisational contexts. The outcome is three sets of guidelines: strategy: which KM tools work; implementation: addressing barriers; and organisational performance: how to measure value. In doing so, the paper provides a systematic framework for evaluating KM tools. It also provides a rare opportunity to present empirical evidence gathered over a five-year longitudinal study.

I rapporti intimi, ma non del tutto chiari, tra psicologia di comunitŕ e ricerca-azione: una proposta di semplificazione

2009 ◽  
pp. 79-86
Author(s):  
Francesco Paolo Colucci
Keyword(s):  
Action Research ◽  
French Literature ◽  
Change Process ◽  
Applied Research ◽  
Scientific Research ◽  
Standard Measuring ◽  
Objective Standard ◽  
The Relationship

- The action-research is responsible for ambiguity: in Italian and French literature, even its own denomination varies from "action" to "intervention" in an undifferentiated manner. Wherefore we need a distinction of the action-research from the more large intervention or applied research and the recognition of its specificity on the subjects' intentional sharing of the change process involving them. At the same time, the action research should assume the validity rules valuable for every scientific research and aim to experimentation and to objective standard measuring the effects of the change process. It also arises the question of the relationship between researchers and subjects: their rules have to be differentiated as expression of different, but equal in dignity, experiences. Keywords: specificity, subjects' intentional sharing, validity, experimentation, objective standard

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