Huxham, Chris and Vangen, Siv
Researching organizational practice through action research: case studies and design choices.
Organizational Research Methods, 6(3) pp. 383–403.
Full text available as:
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.
||2003 Sage Publications
||action research; qualitative research methods; emergent theory;
||Open University Business School
||Users 12 not found.
||12 Jun 2006
||07 Aug 2015 05:34
|Share this page:
Actions (login may be required)