This is an invaluable collection of reflections and experiences from world-class researchers undertaking Critical Management Studies (CMS). The editors and contributors reflect on ethics and reflexivity in critical management research, and explore the identity of the critical researcher both as an individual and working within collaborative projects. Using contemporary accounts from those engaged in real world fieldwork they outline what critical management is, and explore its relationship to management research. The book discusses the implications of critical management when: • Developing research questions • Managing research relationships • Using various methods of data collection • Writing accounts of your research, findings and analysis. Grounded in practical problems and processes this title sets out and then answers the challenges faced by critical researchers doing research in organization and management studies.
Chapter Five: Critical action research
Critical action research
Action research is typically characterized in terms of collaboration or ‘researching with’ the field with a view both to generating new scientific knowledge and promoting democratic social change (Greenwood and Levin, 2007: 1). In the recent Sage Handbook on Action Research (Reason and Bradbury (2008: 1) it is defined by the editors as: ‘a participatory democratic process concerned with developing practical knowledge in the pursuit of worthwhile human purposes, grounded in a participatory worldview’. Our point of departure in this chapter is that action research, as defined here, can have ambitions which are closely aligned with a critical approach to studying management. At stake here is the broad goal of micro-emancipation through participation (Alvesson and Willmott, 1992). Moreover, the emphasis on reflexivity in action research, both as practice and ...