Industrial Participation (Theory and Practice: A Case Study)

1964 ◽  
Vol 15 (2) ◽  
pp. 175
Author(s):  
R. G. Stansfield ◽  
J. A. Banks ◽  
Alvin W. Gouldner ◽  
Richard A. Peterson
Keyword(s):  
Theory And Practice ◽  
Industrial Participation ◽  
Participation Theory

Industrial Participation, Theory and Practice: A Case Study.

ILR Review ◽  
1964 ◽  
Vol 18 (1) ◽  
pp. 133
Author(s):  
Eaton H. Conant ◽  
J. A. Banks
Keyword(s):  
Theory And Practice ◽  
Industrial Participation ◽  
Participation Theory

scholarly journals Understanding why impact assessment fails; a case study of theory and practice from Wafi-Golpu, Papua New Guinea

2021 ◽  
Vol 89 ◽  
pp. 106582
Author(s):  
Charles Roche ◽  
Martin Brueckner ◽  
Nawasio Walim ◽  
Howard Sindana ◽  
Eugene John
Keyword(s):  
Impact Assessment ◽  
Papua New Guinea ◽  
New Guinea ◽  
Theory And Practice

Open teaching mode of environmental design major in colleges

2021 ◽  
pp. 002072092110052
Author(s):  
Yi Zhang ◽  
Yingjiao Chen
Keyword(s):  
Environmental Design ◽  
Living Environment ◽  
Theory And Practice ◽  
Basic Material ◽  
Chinese People ◽  
Teaching Mode ◽  
Good Living ◽  
Economic Construction ◽  
Considerable Damage

With the acceleration of China's industrialized cities, economic construction and social development have caused considerable damage to the natural environment. Having a good living environment has become an urgent need of the Chinese people, who have already met their basic material needs. This paper mainly adopts the method of combining theoretical analysis with case study. From the perspective of theory and practice, this paper studies the following contents: the present situation of teaching development and reflection on the environmental design specialty in China, the characteristics of open teaching mode, combined with the setting of environmental design specialty curriculum system and the teaching conditions of related specialties in Chinese universities. This study takes the open teaching mode of ordinary colleges and universities as the research object, and takes a university in China as an example to study the open teaching mode.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

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