Ethical Issues and Role Duality in Insider Action Research: Challenges for Action Research Degree Programmes

Insider action research describes the process when a member of an organisation undertakes an explicit action research role in addition to the normal functional roles they hold in an organisation. Real-world work-based research is relevant and important to many full-time managers, consultants and members of organisations including those who choose to undertake higher degrees in business as part-time postgraduate students. Within these programmes a proposal for an insider action research project is often associated with important and interesting research projects that have already arisen in an organisation where the researcher works full-time, and are part of their existing role and established working relationships with key stakeholders. Ethical issues in organisationally located insider action research can differ from other forms of action research because of role duality, i.e. that the researcher holds an ongoing work role and power relationships associated with this as well as the action research role. Ethical issues can be associated with choices about alternative options, expected impacts and outcomes on the researcher, participants, organisation and stakeholders, and these are important considerations for academic supervisors, institutional review boards and human research ethics committees.     

Institutionalizing Insider Action Research Initiatives in Organizations: The Role of Learning Mechanisms

Managers face increasing pressure to find ways to surface, utilize and integrate bits and pieces of relevant knowledge that reside within and outside the organizational boundaries to address emerging challenges. Grappling with this issue and based on a longitudinal study with a biopharma company, this paper offers the notion that insider action research coupled with the design and management of learning mechanism tapestry can enhance continuous organizational learning and improvement. The institutionalization of the learning mechanism tapestry provided new capability that enhanced the organization’s agility as well as a way to stabilize insider action research role and practices.     

The Role Conundrums of Co-Inquiry Action Research: Lessons from the Field

This paper focuses on the role conundrums that confront action researchers who are engaged in co-inquiry designs for purposes of generating knowledge that is both actionable and makes a robust contribution to a more generalized body of knowledge. Drawing on the lived experience of researchers in such a project in U.S. Department of Veteran Affairs, this paper describes the conundrums that confronted the researchers, identifies the central dynamics around which they seem to be organized, and discusses the impact on the subsequent practice of the researchers. Practices that establish reflexivity in the research process are an important part of the role of the researchers. So too is establishing relationships that provide for sensemaking and integrating rigor and relevance.

Workplace Logics, Kinds of Knowledge and Action Research

Workplace logics signify attitudes that employees express in close interaction, formal decision-making and collaborative interventions. The term covers a metaphorical mental context rather than a mathematically coherent understanding of social control mechanisms that influence interlocutors in cooperative activity. Workplace logics relate to future-oriented choices that employees make so as to obtain targeted production goals. But logics also hold an explanatory potential. They enable for the researcher to account for social systems that need to be designed before they are acted on. The objective for analysing workplace logics is to turn attention away from language and focus on activity systems. Successful action research facilitates for individual and organizational learning, the latter of which is rarely fulfilled in contemporary research.     

Power,Conflicts, and Resolutions: A Change Agent's Perspective on Conducting Action Research Within a Multiorganizational Partnership

Partnership has become the watchword of government policy over the past 10 years. It is a politically expedient solution to a wide range of complex public policy issues. Although examined in the literature from the viewpoint of an external observer, there has been relatively little examination of what it means to be working in a partnership from the inside. Based on experience as a change agent and action researcher working within a multiorganizational partnership, this paper considers the dilemmas and resolutions experienced in this role. The paper provides a first person reflective account of the inherent ethical, political, and personal turmoils and issues around multilevel dynamics, role ambiguity, power games, political entrepreneurship, and shadows of the past. The paper exposes the key learning points to emerge and concludes that change agents need good support mechanisms and bestowed power in order to challenge vested and powerful interests.     

Revitalizing the Public Sphere: The Current System of Discourse and the Need for the Participative Design of Social Action

Public discourse in Western democracies, particularly in the United States, is far from the Habermasian ideal of citizens engaging in a rational discussion of public affairs. Rather than providing an arena for informed deliberation, the growing expertise of the media, lobbyists, and politicians has sub-optimized the current system of discourse to focus on emotional manipulation and the creation of polarized interests, each competing with each other for dominance. Avoiding a potentially disastrous outcome from this unbalancing of public discourse requires a revitalization of the public sphere and a return of the citizen voice in public decision making. To that end, systems thinkers have a tremendous opportunity and can play an important role. This article will explore the current challenges facing public discourse and outline that potential role.     

Action Research: Its Role in the University/Business Relationship

The Action Research (AR) PhD program at Monash University had its genesis in Systems Thinking and Organizational Learning. This paper discusses the role of the university in AR projects in business and the central role that AR projects can have in a Faculty's strategic positioning. The issues that have emerged in the project to date are discussed.     

The Role of Action Research (AR) in Environmental Research: Learning from a Local Organic Food and Farming Research Project

We expand on the FMA model of inquiry elucidated by Checkland and Holwell (Syst Pract Act Res 11:9, 1998) and identify three kinds of research: interactive Action Research (AR), extractive participatory research, and traditional science, that were integrated into an interdisciplinary agro-environmental research project involving researchers from eight countries around the Baltic Sea. The research project held the goal of creating scientific understanding of the ecological, economic and social effects of the sustainable development of local food systems, while also having the explicit goal of implementing change in the studied systems. Based on our experience working as action researchers in the project, we highlight the role that normative goals and facilitation process competence play in complex interdisciplinary research projects. Our reflections focus on project design, including the relation between AR and other kinds of research when employed in a single project, and includes reflections on preconditions for stakeholder participation in AR projects.     

When Research and Practice Collide: The Role of Action Research When There Is a Conflict of Interest with Stakeholders

This article discusses problematic aspects of the role of the action researcher when working with multiple stakeholders on a complex research project concerning regional development. The case presented here deals with the improvement of the regional innovation system in a small region in the south of Norway. The project resulted in a conflict between stakeholders and the action research (AR) team. We claim that when working in a regional context, the role of the action researcher is set to be a collaborator in a context of power play; the ultimate stakeholders must be defined as the citizens in that region. Therefore, in some situations the action researcher must have a legitimatised right to abandon collaboration and present a critical voice in the public deliberation. Strategic power play and strategic action by stakeholders represent a clear threat to the soft approach of collaboration, reflectivity, and democratic dialogue that AR represents. The ultimate challenge and obligation of the action researcher is to improve democracy in society in a long-term perspective through representing a critical capacity in the public deliberation.     

Managing Action Research: The PEArL Framework

The difficulty of managing and validating Action Research field studies has been widely discussed. Several different approaches to Action Research have emerged, and one of the most widely used models is Checkland’s FMA model, where a framework is provided to facilitate interested individuals in ‘recovering’ the route of the inquiry. In this paper, I argue that the FMA model is a valuable tool for planning the application of theoretical ideas in a practical situation, but that, as a guide to Action Research, it still fails to provide a sense of the manner in which an inquiry is undertaken. The PEArL mnemonic has been previously offered as a guide to facilitate researchers, participants, and those interested in gaining an appreciation of the manner in which an inquiry is conducted. In this paper, it is argued that applying the PEArL elements does not provide insight into the dynamic nature of collaborative inquiry. In order to gain a sense of the manner in which an inquiry was undertaken it is necessary to apply the PEArL mnemonic alongside a framework that facilitates the flow of the action research cycle. To illustrate the framework, an Action Research field study is described that was undertaken with residents and key workers in a shelter for the homeless, where the aim was to create a shared understanding of complex needs and support requirements.

Knowledge Management for Social Workers Involved in Disaster Planning and Response in Malaysia: An Action Research Approach

This paper explores the idea of using a knowledge management system to support disaster planning and response (DPR) efforts for social workers involved in such efforts in Malaysia. The study was funded by the Government of Malaysia. Canonical Action Research was used to conduct the study. The Malaysian Association of Social Workers (MASW) was the client organization. The study began with problem formulation to ascertain issues inherent in DPR within the MASW. The next phase of the research, involved action planning—the team considered implementing a web-based knowledge management (KM) system to support DPR efforts for the organization. Post intervention, we conducted an evaluation of our action, based on interviews with key members affiliated to the MASW. Our findings are in tandem with prior work that has examined the role and relevance of KM systems in light of DPR efforts. The client organization in general forms the view that KM systems can support DPR efforts by providing vital information (pertaining to DPR) and assist the overall coordination and planning efforts for the organization.     

The Action Research Paradigm: An Alternative Approach in Negotiation

The action research model has been widely used by practitioners in many social science fields as a practical problem-solving method. Unique to the action research paradigm is that it allows research and practice to coexist and cowork simultaneously in problem solving. Due to increasingly complex relationships between governments, organizations, groups, and individuals, scholars and practitioners of negotiation are mandated to address and resolve different types of disputes by using various negotiation models and techniques to thoroughly understand and study the underlying foundations of these conflicts. This paper attempts to investigate the potential applications of the action research model as an appropriate tool for the negotiation as a process of dispute settlement.     

Organizing for Research and Action: Implementing Action Researcher Networks

The article describes and analyzes the process by which action researchers transcend boundaries—including discipline and institutional boundaries, as well as those between academia and industry—to develop effective action researcher networks. The particular empirical setting explored is that defined by the CO-IMPROVE project, a European Union-funded project which addresses the facilitation of collaborative improvement of operations practice and performance in the extended manufacturing enterprise through collaborative action learning among both managers and researchers.     

Action Research: Its Nature and Validity

The process of knowledge acquisition which has the strongest truth claim is the research process of natural science, based on testing hypotheses to destruction. But the application of this process to phenomena beyond those for which it was developed, namely, the natural regularities of the physical universe, is problematical. For research into social phenomena there is increasing interest in action research in various forms. In this process the researcher enters a real-world situation and aims both to improve it and to acquire knowledge. This paper reviews the nature and validity of action research, arguing that its claim to validity requires a recoverable research process based upon a prior declaration of the epistemology in terms of which findings which count as knowledge will be expressed.     

SV模型的变结构研究及应用

探讨SV模型的诊断分析和变结构建模问题，并在扩展SV模型基础上利用分段建模方法来检测模型结构变化点和分段变化模型的选择，最后以深驯股票市场综合指数为依据验证诊断分析方法的有效性。     

Action Learning and Action Research (ALAR): A Methodological Integration in an Inter-Organizational Setting

The purpose of this article is to demonstrate how action learning and action research were used concurrently as a single ALAR methodology in one research project which focused on collaborative improvement in the supply chain. The research in which the ALAR methodology was used was a European Union funded research project called CO-IMPROVE which sought to develop a business model, supported by a web-based software system, and action learning-based implementation guidelines to support the design, implementation and ongoing development of collaborative improvement between partners in Extended Manufacturing Enterprises (EMEs). The article describes how the participating managers worked in an action learning to achieve their commercial objectives and how action research was used by academic researchers to consolidate the action learning processes and to generate actionable knowledge.     

Reflection on the Purposes of Research,Action, and Scholarship: A Case of Cross-Cultural Participatory Action Research

Beginning with some basic principles of participatory action research, the author draws upon personal experience to identify the ways in which the experience of the practice of participatory action research creates forms of publication somewhat different in intent and nature from conventional forms of research. The experience selected involves cross-cultural research, and the particular problems of representation of the other in such settings are engaged. The overall experience is then drawn upon to identify some of the key qualities of action research which differ both from other forms of research and from some of the advocacies for action research.     

Improvements in Introductory Programming Course: Action Research Insights and Outcomes

Programming is a rewarding and yet demanding field in the ICT labormarket, but it is considered a challenging and difficult area of learning for significant numbers of novice programmers. As a result, high attrition rates from introductory programming (IP) courses are reported despite extensive research which attempts to address the issue. In this research, an action research methodology was used with three cycles to investigate and improve the teaching and learning process of the IP course. There were nine activities performed during the span of these three cycles. All three entities of the didactic triangle (student, instructor, and content) together with learning context were incorporated into the research design to understand the problem better and execute the proposed solution. The result shows that three cycles of the action research methodology helps in understanding and improving the students learning outcomes in the IP course. Moreover, the attrition rate was also reduced in the IP course.     

Quality in Action Research: Reflections for Second-Order Inquiry

One of the current debates in action research concerns the quality of these practices. Up to now, many contributions have focused on defining specific criteria based on action research epistemology. This article sustains (1) that prior to dealing with these questions, it is necessary to define for what purpose and for whom we are making the evaluation; (2) that this leads us to make a distinction between different evaluation models; and (3) that the quality strategies and criteria will be different for each model. In particular, the article confronts an academic evaluation model as a form of external control over the quality of action research and an internal, participatory evaluation model as a quality strategy aimed at establishing feedback for the process. Final considerations are given about the implications of both models for academia.     

From Action Research to System in Environments: A Method

This paper describes a breakthrough method for obtaining a quantitative picture of an organization in its environments from qualitative Search Conference data. As such it validates the concept of a system in transaction with its environments, the relevant uncertainty of the current extended social environment with its mixture of ideal seeking and maladaption, and many other OST(E) constructs. The organization is a region of the USDA–Forest Service which used a series of 13 Searches to plan the future of the region. The overall picture produced demonstrates how the method extends the joint purposes of social science to generate further hypotheses about changing systems in today's global social field. It also shows that three beliefs in the social science literature can be dispelled; (1) it is difficult to measure complex phenomena, (2) qualitative and quantitative data are incommensurate, and (3) only a small number of variables can be handled simultaneously.