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Working within organizational cycles - A more suitable way to manage action research projects in large organizations?

journal contribution
posted on 01.12.2002, 00:00 authored by John MolineuxJohn Molineux, T Haslett
This article proposes that action research projects in a large business context may need to fit within organizational funding and political cycles. It outlines some of the problems that may occur in attempting to implement an action research project in a large organization. It gives a case study of such a project that aimed to introduce a systemic human resource strategy to bring about organizational cultural change. Part way through the completion of the project the cycle changed, funds were cut, and the project was abolished, although significant portions of it had been implemented and other parts were later reestablished. The article establishes a link to punctuated equilibrium theory in exploring the political and funding cycles that influenced the decision to cut funding. It considers whether this could have been foreseen, and gives some recommendations for future action research projects.

History

Journal

Systemic Practice and Action Research

Volume

15

Issue

6

Pagination

465 - 484

ISSN

1094-429X

Publication classification

C1.1 Refereed article in a scholarly journal; C Journal article

Copyright notice

2002, Springer Verlag

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