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Researching organizational practice through action research: case studies and design choices

Huxham, Chris and Vangen, Siv (2003). Researching organizational practice through action research: case studies and design choices. Organizational Research Methods, 6(3) pp. 383–403.

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DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1177/1094428103254454
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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.

Item Type: Journal Article
Copyright Holders: 2003 Sage Publications
ISSN: 1552-7425
Keywords: action research; qualitative research methods; emergent theory; practive-oriented theory
Academic Unit/Department: Open University Business School
Item ID: 1748
Depositing User: Users 12 not found.
Date Deposited: 12 Jun 2006
Last Modified: 07 Aug 2015 05:34
URI: http://oro.open.ac.uk/id/eprint/1748
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