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

C. Huxham; S. Vangen

doi:10.1177/1094428103254454

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

C. Huxham, S. Vangen

Research output: Contribution to journal › Article › peer-review

120 Citations (Scopus)

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.

Original language	English
Pages (from-to)	383-403
Number of pages	20
Journal	Organizational Research Methods
Volume	6
Issue number	3
DOIs	https://doi.org/10.1177/1094428103254454
Publication status	Published - 2003

Keywords

action research
qualitative research methods
emergent theory

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1177/1094428103254454

Cite this

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

Abstract

Keywords

UN SDGs

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