000			04138nam a22002774a 4500
999			_c26627 _d26627
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010			_a 2009923678
020			_a9781446272572
040			_aUKM
082	0	4	_a300.72
100	1		_aCoghlan, David _942555
245	1	0	_aDoing action research in your own organization _cDavid Coghlan and Teresa Brannick
250			_a4th ed.
260			_aLos Angeles : _bSAGE, _cc2014.
300			_axxi, 206 p. : _bill ; _c24 cm.
500			_aPrevious ed.: London: Paul Chapman, 2004.
504			_aIncludes bibliographical references (p. 156-166) and index.
505	0		_aPART ONE: FOUNDATIONS Introducing Action Research Inquiring in your own organization A brief introduction to action research Three audiences, voices or practices Enacting action research cycles The action research cycles Pre-step: context and purpose Main steps Meta-learning Quality and rigour in action research Conclusions Recommended reading Exercise 1.1: Enacting the action research cycles Knowing in Action Knowing and learning General empirical method Authenticity Action science and collaborative developmental inquiry as first-person practice Second-person skills Conclusions Recommended reading Exercise 2.1 First-person knowing in action Exercise 2.2 Keeping a journal Exercise 2.3 Developing inquiry skills Understanding Action Research Action Research as practical knowing The foundations of action research The philosophy of action research Modalities of action research Organization development through action research Conclusions Recommended reading PART TWO: IMPLEMENTATION Constructing and Selecting Your Insider Project Constructing the action research project Selecting the research project Writing an insider action research proposal Developing the action research Conclusions Recommended reading Exercise 4.1 Questions for constructing and selecting Exercise 4.2 Writing a thesis proposal Designing and Implementing Your Action Research Project The process of planned change Planned change through action research Learning mechanisms Data generation as intervention The role of technology How do you know when to stop? Conclusions Recommended reading Exercise 5.1 The process of implementation Exercise 5. 2 Reflection for praxis Interlevel Dynamics in Insider Action Research Interlevel dynamics of change Interlevel dynamics of strategy Levels of analysis in action research Conclusions Recommended reading Exercise 6.1 Applying interlevel dynamics Exercise 6.2 Change issues Exercise 6.3 The learning window Using Frameworks to Study Organizations in Action Organizational diagnosis Systems thinking and practice Change and learning Conclusions Recommended reading Exercise 7.1 Understanding Your Organization Exercise 7.2 Using Systems Thinking PART THREE: ISSUES AND CHALLENGES IN RESEARCHING YOUR OWN ORGANIZATION Researching Your Own Organization Focus of the researcher and system Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4 Action Research at Home Conclusions Recommended reading Exercise 8.1 Assessing your research focus Preunderstanding, Role Duality and Access Preunderstanding Role duality: Organizational and researcher roles Access Conclusions Recommended reading Exercise 9.1 Assessing Your Preunderstanding Managing Ethics and Organizational Politics Ethics Politics Integrating roles, politics and ethics Conclusions Recommended reading Exercise 10.1 Assessing ethics and politics Exercise 10.2 Force field analysis Writing up Your Insider Action Research Work An action research dissertation Constructing and writing your dissertation Dissemination Publishing Conclusions Recommended reading In Conclusion.
520			_aThis text provides a primer on action research, and how to use it to understand organizations. The author's unique resource addresses the potential pitfalls, the politics and ethics of researching your own organization.
650		0	_aAction research _926477
650		7	_aOrganizational change _9300
650		7	_aPolitical Ethics _919722
700	1		_aBrannick, Teresa _942556
856			_uhttps://uowd.box.com/s/8b5ck3vz5lb0u5kmte84oe28ro092l28 _zLocation Map
942			_cREGULAR _2ddc