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

C. Huxham, S. Vangen

    Research output: Contribution to journalArticle

    92 Citations (Scopus)


    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 languageEnglish
    Pages (from-to)383-403
    Number of pages20
    JournalOrganizational Research Methods
    Issue number3
    Publication statusPublished - 2003



    • action research
    • qualitative research methods
    • emergent theory

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