Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Chapter 13: Collaborative and Self-reflective Forms of Inquiry in Management Research
Collaborative and Self-reflective Forms of Inquiry in Management Research
Creating Knowledge in and for Action
Many managers seeking learning find their way on to some form of postgraduate research programme. In this chapter we explore forms of research which are collaborative, self-reflective and action-oriented. These seem particularly likely to be useful to people wanting to develop knowledge in the service of more effective individual and organizational action. They have been influential in the management learning field under titles such as ‘new paradigm research’ and ‘action research’. They are founded on significantly different principles from mainstream traditional social science research and have gained much legitimacy and acceptance since the early 1980s. But they may still be seen ...