Encouraging and enabling action research in innovation management

Guertler, MR; Kriz, A; Sick, N

Encouraging and enabling action research in innovation management

Guertler, MR Kriz, A Sick, N

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Publisher:: WILEY
Publication Type:: Journal Article
Citation:: R and D Management, 2020, 50, (3), pp. 380-395
Issue Date:: 2020-06-01

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Field	Value	Language
dc.contributor.author	Guertler, MR
dc.contributor.author	Kriz, A
dc.contributor.author	Sick, N https://orcid.org/0000-0002-0713-6918
dc.date.accessioned	2020-12-28T00:59:41Z
dc.date.available	2020-12-28T00:59:41Z
dc.date.issued	2020-06-01
dc.identifier.citation	R and D Management, 2020, 50, (3), pp. 380-395
dc.identifier.issn	0033-6807
dc.identifier.issn	1467-9310
dc.identifier.uri	http://hdl.handle.net/10453/144969
dc.description.abstract	© 2020 RADMA and John Wiley & Sons Ltd Although action research offers great advantages of connecting academia and practice, it is surprisingly underutilised in innovation management. This paper, therefore, focuses on how innovation management research and researchers can more effectively and efficiently apply action research to their domain. The analysis commences with the rationale for aligning action research and innovation management before assessing the strengths and limitations of existing interdisciplinary action research approaches from an innovation management perspective. Combining and enhancing the strengths of these approaches, a new Action Innovation Management Research (AIM-R) framework is developed to assist in resolving the increasing demand for action-orientation in innovation management. AIM-R offers a structured research process for systematically applying action research as a way of encouraging rigorous research processes, while also importantly stimulating relevant practical outcomes. AIM-R specifically considers different change levels (individual, team, organisational) and objects (e.g. outcome, process, capability) critical for the multi-faceted character of innovation management. A real-world example towards the end of the article illustrates how AIM-R has been applied to a complex problem-solution space. This example adds important insights for readers wanting to apply this more engaged, but currently underutilised, innovation management research technique.
dc.language	English
dc.publisher	WILEY
dc.relation.ispartof	R and D Management
dc.relation.isbasedon	10.1111/radm.12413
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1503 Business and Management
dc.subject.classification	Business & Management
dc.title	Encouraging and enabling action research in innovation management
dc.type	Journal Article
utslib.citation.volume	50
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Mechanical and Mechatronic Engineering
utslib.copyright.status	closed_access	*
dc.date.updated	2020-12-28T00:59:24Z
pubs.issue	3
pubs.publication-status	Published
pubs.volume	50
utslib.citation.issue	3

Abstract:

© 2020 RADMA and John Wiley & Sons Ltd Although action research offers great advantages of connecting academia and practice, it is surprisingly underutilised in innovation management. This paper, therefore, focuses on how innovation management research and researchers can more effectively and efficiently apply action research to their domain. The analysis commences with the rationale for aligning action research and innovation management before assessing the strengths and limitations of existing interdisciplinary action research approaches from an innovation management perspective. Combining and enhancing the strengths of these approaches, a new Action Innovation Management Research (AIM-R) framework is developed to assist in resolving the increasing demand for action-orientation in innovation management. AIM-R offers a structured research process for systematically applying action research as a way of encouraging rigorous research processes, while also importantly stimulating relevant practical outcomes. AIM-R specifically considers different change levels (individual, team, organisational) and objects (e.g. outcome, process, capability) critical for the multi-faceted character of innovation management. A real-world example towards the end of the article illustrates how AIM-R has been applied to a complex problem-solution space. This example adds important insights for readers wanting to apply this more engaged, but currently underutilised, innovation management research technique.

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http://hdl.handle.net/10453/144969