Creating a wider audience for action research: Learning from case-study research

Journal of Research Practice

Volumn 2, Issue 1, 2006, Pages 6-

  Blichfeldt, Bodil Stilling ^a   Andersen, Jesper Rank ^b  

^a UNIVERSITY OF SOUTHERN DENMARK   (Denmark)

^b AALBORG UNIVERSITY   (Denmark)

Author keywords

Accumulation; Action research; Analytical generalisation; Case study; Transferability; Transparency

Indexed keywords

EID: 56849121185     PISSN: None     EISSN: 1712851X     Source Type: Journal    
DOI: None     Document Type: Article

References (50)

1. Altrichter, H., Kemmis, S., McTaggart, R., & Zuber-Skerritt, O. (2002). The concept of action research. The Learning Organization, 9(3), 125-131.
2. Argyris C. R., & Schön, D. (1991). Participatory action research and action science compared: A commentary. In W. F. Whyte (Ed.), Participatory action research (pp. 85-96). Newbury Park, CA: Sage.
3. Babüroglu, O. N., & Ravn, I. (1992). Normative action research. Organization Studies, 13(1), 19-34.
4. Baskerville, R. L., & Lee, A. S. (1999). Distinctions among different types of generalizing in information systems research. In N. L. Introna, M. Myers, & J. I. DeGross (Eds), New information technologies in organizational processes: Field studies and theoretical reflections on the future of work (pp. 49-65). New York: Kluwer.
5. Blichfeldt, B. S. (2004). On brand and line extensions. Denmark: University of Southern Denmark.
6. Brinberg, D., & McGrath, J. E. (1985). Validity and the research process. Beverly Hills, CA: Sage.
7. Cavaye, A. L. M. (1996) Case study research: A multi-faceted research approach for IS. Information Systems Journal, 6(3), 227-242.
8. Checkland, P. B. (1981). Systems thinking, systems practice. Chichester: Wiley.
9. Checkland, P. B., & Holwell, S. (1998). Action research: Its nature and validity. Systemic Practice and Action Research, 11(1), 9-21.
10. Clark, P. A. (1972). Action research and organizational change. London: Harper & Row.
11. Coghlan, D. (1994). Research as a process of change: Action science in organisations. Irish Business and Administrative Research, 15, 119-130.
12. Coghlan, D. (2002a). Putting "research" back into OD and action research: A call to OD practitioners. Organizational Development Journal, 20(1), 62-66.
13. Coghlan, D. (2002b). Facilitating learning and change: Perspectives on the helping process. Organizational Development Journal, 20(2), 116-120.
14. Cunningham, J. B. (1993). Action research and organizational development. Westport, CT: Praeger
15. Dash, D. P. (1999). Current debates in action research. Systemic Practice and Action Research, 12(5), 457-492.
16. Dick, Bob. (2003). Rehabilitating action research: Response to Davydd Greenwood's and Björn Gustavsen's papers on action research perspectives in Concepts and Transformation, 7(2), 2002 and 8(1), 2003. Concepts and Transformation, 8(3), 255-263.
17. Dickens, L., & Watkins, K. (1999). Action research: Rethinking Lewin. Management Learning, 30(2), 127-140.
18. Dobson, P. J. (2001). Longitudinal case research: A critical realist perspective. Systemic Practice and Action Research, 14(3), 283-296.
19. Elden, M., & Chisholm, R. (1993). Emerging varieties of action research: Introduction to the special issue. Human Relations, 46(2), 121-141.
20. Elliot, J. (1991). Action research for educational change. Milton Keynes: The Open University Press.
21. Flyvbjerg, B. (2001). Making social science matter: Why social inquiry fails and how it can succeed again. Cambridge: Cambridge University Press
22. Foster, M. (1972). An introduction to the theory and practice of action research in work organizations. Human Relations, 25(6), 529-556.
23. Glaser, B., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. New York: Aldine.
24. Greenwood, D. J. (2002). Action research: Unfulfilled promises and unmet challenges. Concepts and Transformation, 7(2), 117-139.
25. Greenwood, D. J., & Levin, M. (1998). Introduction to action research: Social research for social change. Thousand Oaks, CA: Sage.
26. Grønhaug, K., & Olsson, O. (1999). Action research and knowledge creation: Merits and challenges. Qualitative Market Research, 2(1), 6-14.
27. Gustavsen, B. (2003). Action research and the problem of the single case. Concepts and Transformation, 8(1), 93-99.
28. Hendry, C. (1996). Understanding and creating whole organizational change through learning theory. Human Relations, 49(5), 621-641.
29. Hodgkinson, H. L. (1957). Action research: A critique. Journal of Educational Sociology, 31(4), 137-153.
30. Kirk, J., & Miller, M. L. (1986). Reliability and validity in qualitative research. Thousand Oaks, CA: Sage
31. Larsson, N. O. (2001). A design view on research in social sciences. Systemic Practice and Action Research, 14(4), 383-404.
32. Levin, M. (2003). Action research and the research community. Concepts and Transformation, 8(3), 275-280.
33. Lewin, K. (1946). Action research and minority problems. Journal of Social Issues, 2(4), 34-46.
34. Lewin, K. (1947). Frontiers in group dynamics II: Channels of group life, social planning, and action research. Human Relations, 1, 143-153.
35. Lewin, K. (1948). Resolving social conflicts: Selected papers on group dynamics. New York: Harper & Row.
36. McKay, J., & Marshall, P. (2001). The dual imperatives of action research. Information Technology and People, 14(1), 46-53.
37. Meyer, J. (2000). Evaluating action research. Age and Ageing, 29, 8-10.
38. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. Thousand Oaks, CA: Sage.
39. Molineux, J., & Haslett, T. (2002). Working within organizational cycles--A more suitable way to manage action research projects in large organizations. Systemic Practice and Action Research, 15 (6), 465-484.
40. Morton, A. (1999). Ethics in action research. Systemic Practice and Action Research, 12(2), 219-222.
41. Newman, H. L., & Fitzgerald, S. P. (2001). Appreciative inquiry with an executive team: Moving along the action research continuum. Organizational Development Journal, 19(3), 37-44.
42. Pothas, A.-M., & de Wet, A. G. (2000). Two imperatives for qualitative research. Systemic Practice and Action Research, 13(2), 139-164.
43. Rapoport, R. N. (1970). Three dilemmas in action research. Human Relations, 23(6), 499- 513.
44. Reason, P. (2003). Action research and the single case: A response to Bjørn Gustavsen and Davydd Greenwood. Concepts and Transformation, 8(3), 281-294.
45. Shanks, G., Rouse, A., & Arnott, D. (1993). A Review of Approaches to Research and Scholarship in Information Systems. In Proceedings of the 4th Australian Conference on Information Systems (pp. 29-44). Brisbane, Australia: University of Queensland.
46. Strauss, A. L., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Thousand Oaks, CA: Sage
47. Street, C. T., & Meister, D. B. (2004). Small business growth and internal transparency: The role of information systems. MIS Quarterly, 28(3), 473-506.
48. Yin, R. K. (1989). Case study research: Design and methods. Beverly Hills, CA: Sage
49. Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage.
50. Zuber-Skerritt, O., & Perry, C. (2002). Action research within organisations and university thesis writing. The Learning Organization, 9(4), 171-179.