Insider/outsider team research: The development of the approach and its meanings

Handbook of Collaborative Management Research

Volumn , Issue , 2008, Pages 73-92

  Bartunek, Jean M ^a,b  

^a BOSTON COLLEGE   (United States)

^b Academy of Management   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84951282143     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4135/9781412976671.n4     Document Type: Chapter

References (55)

1. Amabile T. M. Patterson C. Mueller J. Wojcik T. Odomirok P. W. Marsh M. Kramer S. J. Academic-practitioner collaboration in management research: A case of cross-profession collaboration Academy of Management Journal 44 (2) (2001) 418-431 doi:10.2307/3069464 http://dx.doi.org/10.2307/3069464
2. Argyris C. Actionable knowledge: Design causality in the service of consequential theory Journal of Applied Behavioral Science 32 (4) (1996) 390-406 doi:10.1177/0021886396324004 http://dx.doi.org/10.1177/0021886396324004
3. Argyris, C., Putnam, R., & Smith, C. M. (1985). Action science: Concepts, methods, and skills for research and intervention. San Francisco: Jossey-Bass.
4. Bartunek, J. M. (2003). Organizational and educational change: The life and role of a change agent group. Mahwah, NJ: Lawrence Erlbaum.
5. Bartunek, J. M., & Lacey, C. (1998). The roles of narrative in understanding work group dynamics associated with a dramatic event: Confronting alcoholism. In J. Wagner (Ed.), Advances in qualitative organizational research (Vol. 1, 33-66). Greenwich, CT: JAI Press.
6. Bartunek, J. M., & Louis, M. R. (1996). Insider/outsider team research. Thousand Oaks, CA: Sage.
7. Bartunek J. M. Trullen J. Bonet E. Sauquet A. Sharing and expanding academic and practitioner knowledge in health care Journal of Health Services Research and Policy 8 (Suppl.2) (2003) 62-68 doi:10.1258/135581903322405199 http://dx.doi.org/10.1258/135581903322405199
8. Bartunek J. M. Walsh K. Lacey C. A. Dynamics and dilemmas of women leading women Organization Science 11 (6) (2000) 589-610 doi:10.1287/orsc.11.6.589.12531 http://dx.doi.org/10.1287/orsc.11.6.589.12531
9. Boland, R. J., & Collopy, F. (Eds.). (2004). Managing as designing. Stanford, CA: Stanford University Press.
10. Bérjesson S. Dahlsten F. Williander M. Innovative scanning experiences from an idea generation project at Volvo Cars Technovation 26 (7) (2006) 775-783
11. Brown J. S. Duguid P. Knowledge and organization: A social-practice perspective Organization Science 12 (2) (2001) 198-213 doi:10.1287/orsc.12.2.198.10116 http://dx.doi.org/10.1287/orsc.12.2.198.10116
12. Coghlan, D., & Shani, A. B. (Rami). (2007). Insider action research: The dynamics of developing new capabilities. In P. Reason & H. Bradbury (Eds.), The Sage handbook of action research (2nd ed.). London: Sage.
13. Dutton J. E. Worline M. C. Frost P. J. Lilius J. Explaining compassion organizing Administrative Science Quarterly 51 (1) (2006) 59-96
14. Easterby-Smith M. Malina D. Cross-cultural collaborative research: Toward reflexivity Academy of Management Journal 42 (1) (1999) 76-86 doi:10.2307/256875 http://dx.doi.org/10.2307/256875
15. Engwall M. Kling R. Werr A. Models in action: How management models are interpreted in new product development R&D Management 35 (4) (2005) 427-439
16. Evered R. Louis M. R. Alternative perspectives in the organizational sciences: Inquiry from the inside and inquiry from the outside. Academy of Management Review 6 (3) (1981) 385-395
17. Foster-Fishman P. G. Salem D. A. Allen N. A. Fahrbach K. Facilitating interorganizational collaboration: The contributions of interorganizational alliances American Journal of Community Psychology 29 (6) (2001) 875-905 doi:10.1023/A:1012915631956 http://dx.doi.org/10.1023/A:1012915631956
18. Ganiel G. Mitchell C. Turning the categories inside-out: Complex identifications and multiple interactions in religious ethnography Sociology of Religion 67 (1) (2006) 3-21 doi:10.1093/socrel/67.1.3 http://dx.doi.org/10.1093/socrel/67.1.3
19. Garland J. Spalek B. Chakraborti N. Hearing lost voices: Issues in researching hidden minority ethnic communities British Journal of Criminology 46 (3) (2006) 423-437 doi:10.1093/bjc/azi078 http://dx.doi.org/10.1093/bjc/azi078
20. Gibbons, M., Limoges, L., Nowotny, H., Schwartman, S., Scott, P., & Trow, M. (1994). The new production of knowledge: The dynamics of science and research in contemporary societies. London: Sage. doi:10.4135/9781446221853 http://dx.doi.org/10.4135/9781446221853
21. Handy, C. (1989). The age of unreason. Boston: Harvard Business School Press.
22. Hartley J. Benington J. Co-research: A new methodology for new times European Journal of Work & Organizational Psychology 9 (4) (2000) 463-476 doi:10.1080/13594320050203085 http://dx.doi.org/10.1080/13594320050203085
23. Hartley J. Benington J. Copy and paste, or graft and transplant? Knowledge sharing through inter-organizational networks Public Money & Management 26 (2) (2006) 101-108 doi:10.1111/j.1467-9302.2006.00508.x http://dx.doi.org/10.1111/j.1467-9302.2006.00508.x
24. Hatchuel A. The two pillars of new management research British Journal of Management 12 (Suppl.1) (2001) S33-S40
25. Heyl B. S. Across the differences in collaborative fieldwork: Unanticipated consequences Sociological Quarterly 38 (1) (1997) 1-18
26. Israel B. A. Schulz A. J. Parker E. A. Becker A. B. Review of community-based research: Assessing partnership approaches to improve public health Annual Review of Public Health 19 (1998) 173-202 doi:10.1146/annurev.publhealth.19.1.173 http://dx.doi.org/10.1146/annurev.publhealth.19.1.173
27. Jehn K. A. A qualitative analysis of conflict types and dimensions in organizational groups Administrative Science Quarterly 42 (3) (1997) 530-557 doi:10.2307/2393737 http://dx.doi.org/10.2307/2393737
28. Kelemen M. Bansal P. The conventions of management research and their relevance to management practice British Journal of Management 13 (2) (2002) 97-108 doi:10.1111/1467-8551.00225 http://dx.doi.org/10.1111/1467-8551.00225
29. Kilduff M. Kelemen M. The consolations of organization theory British Journal of Management 12 (Suppl.1) (2001) S55-S59
30. Louis M. R. Bartunek J. M. Insider/outsider research teams: Collaboration across diverse perspectives Journal of Management Inquiry 1 (2) (1992) 101-110 doi:10.1177/105649269212002 http://dx.doi.org/10.1177/105649269212002
31. Macduff N. Netting F. E. Lessons learned from a practitioner-academician collaboration Nonprofit and Voluntary Sector Quarterly 29 (1) (2000) 46-60 doi:10.1177/0899764000291004 http://dx.doi.org/10.1177/0899764000291004
32. MacLean D. MacIntosh R. Grant S. Mode 2 management research British Journal of Management 13 (3) (2002) 189-207 doi:10.1111/1467-8551.00237 http://dx.doi.org/10.1111/1467-8551.00237
33. Meyer J. Bartunek J. M. Lacey C. Identity change and stability in organizational groups: A longitudinal investigation International Journal of Organizational Analysis 10 (1) (2002) 4-29 doi:10.1108/eb028942 http://dx.doi.org/10.1108/eb028942
34. Mohrman S. A. Gibson G. Mohrman A. M. Jr. Doing research that is useful to practice: A model and empirical exploration Academy of Management Journal 44 (2) (2001) 357-375 doi:10.2307/3069461 http://dx.doi.org/10.2307/3069461
35. Ospina S. M. Dodge J. Narrative inquiry and the search for connectedness: Practitioners and academics developing public administration scholarship Public Administration Review 6 (4) (2005) 409-423
36. Pettigrew A. Management research after modernity British Journal of Management 12 (Suppl.1) (2001) S61-S70
37. Romme A. G. L. Making a difference: Organization as design Organization Science 14 (5) (2003) 559-573
38. Romme A. G. L. Endenburg G. Construction principles and design rules in the case of circular design Organization Science 17 (2) (2006) 287-297 doi:10.1287/orsc.1050.0169 http://dx.doi.org/10.1287/orsc.1050.0169
39. Roth, J., Shani, A. B. (Rami), & Leary, M. (in press). Insider action research: Facing the challenge of new capability development within a biopharma company. Action Research.
40. Rynes S. L. Bartunek J. M. Daft R. L. Across the great divide: Knowledge creation and transfer between practitioners and academics Academy of Management Journal 44 (2) (2001) 340-355
41. Schén, D. A. (1983). The reflective practitioner: How professionals think in action. San Francisco: Jossey-Bass.
42. Simon, H. A. (1996). The sciences of the artificial (3rd ed.). Cambridge: MIT Press.
43. Starkey K. Madan P. Bridging the relevance gap: Aligning stakeholders in the future of management research British Journal of Management 12 (Suppl.1) (2001) S3-S26
44. Tajfel H. Social psychology of intergroup relations Annual Review of Psychology 33 (1982) 1-39 doi:10.1146/annurev.ps.33.020182.000245 http://dx.doi.org/10.1146/annurev.ps.33.020182.000245
45. Thomas M. D. Beaven J. Blacksmith J. Ekland E. Hein J. Osborne O. H., et al. Meanings of state hospital nursing I: Facing challenges Archives of Psychiatric Nursing 13 (1) (1999) 48-54 doi:10.1016/S0883-9417(99)80017-X http://dx.doi.org/10.1016/S0883-9417%2899%2980017-X
46. Thomas M. D. Blacksmith J. Reno J. Utilizing insider-outsider research teams in qualitative research Qualitative Health Research 10 (6) (2000) 819-828 doi:10.1177/104973200129118840 http://dx.doi.org/10.1177/104973200129118840
47. Thomas M. D. Hagerott R. M. Hilliard I. A. Kelly J. Leichman S. Osborne O., et al. Meanings of state hospital nursing II: Coping and making meaning Archives of Psychiatric Nursing 13 (1) (1999) 55-60 doi:10.1016/S0883-9417(99)80018-1 http://dx.doi.org/10.1016/S0883-9417%2899%2980018-1
48. Tranfield D. Starkey K. The nature, social organization, and promotion of management research: Towards policy British Journal of Management 9 (4) (1998) 341-353 doi:10.1111/1467-8551.00103 http://dx.doi.org/10.1111/1467-8551.00103
49. Trickett E. M. Espino S. L. R. Collaboration and social inquiry: Multiple meanings of a construct and its role in creating useful and valid knowledge American Journal of Community Psychology 34 (1-2) (2004) 1-69 doi:10.1023/B:AJCP.0000040146.32749.7d http://dx.doi.org/10.1023/B:AJCP.0000040146.32749.7d
50. Trullen, J., Bartunek, J. M., & Harmon, M. (in press). The usefulness of design research in elementary and high schools for management education. In S. K. Piderit, R. E. Fry, & D. L. Cooperrider (Eds.), A handbook of transformative cooperation: New designs and dynamics. Stanford, CA: Stanford University Press.
51. Turner, V. (1974). Dramas, fields, and metaphors: Symbolic action in human society. Ithaca, NY: Cornell University Press.
52. van Aken J. E. Management research based on the paradigm of the design sciences: The quest for field-tested and grounded technological rules Journal of Management Studies 41 (2) (2004) 219-246 doi:10.1111/j.1467-6486.2004.00430.x http://dx.doi.org/10.1111/j.1467-6486.2004.00430.x
53. van Aken J. E. Management research as a design science: Articulating the research products of Mode 2 knowledge production in management British Journal of Management 16 (1) (2005) 19-36 doi:10.1111/j.1467-8551.2005.00437.x http://dx.doi.org/10.1111/j.1467-8551.2005.00437.x
54. Van de Ven, A. H. (in press). Engaged scholarship: Creating knowledge for science and practice. New York: Oxford University Press.
55. Weick K. E. Theory construction as disciplined imagination Academy of Management Review 11 (4) (1989) 516-531