Action Research as a Knowledge Generating Change Methodology

Martincic, A; Dovey, KA

Action Research as a Knowledge Generating Change Methodology

Martincic, A Dovey, KA

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Publisher:: Inderscience Publishers
Publication Type:: Journal Article
Citation:: International Journal of Learning and Intellectual Capital, 2011, 8 (1), pp. 108 - 122
Issue Date:: 2011-01

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Field	Value	Language
dc.contributor.author	Martincic, A	en_US
dc.contributor.author	Dovey, KA https://orcid.org/0000-0002-8182-2166	en_US
dc.date.issued	2011-01	en_US
dc.identifier.citation	International Journal of Learning and Intellectual Capital, 2011, 8 (1), pp. 108 - 122	en_US
dc.identifier.issn	1479-4853	en_US
dc.identifier.uri	http://hdl.handle.net/10453/17250
dc.description.abstract	The paper outlines an action research project conducted within an Australian public sector organisation with the purpose of changing a key internal business process. Despite the significant challenges incurred by using a change methodology considered to be âradicalâ within this conventional, hierarchically structured, organisation, the business process was transformed successfully and productivity has increased significantly within the organisation. Furthermore, the action research approach generated pertinent new knowledge; greatly enriched various forms of intangible capital within the organisation; and created a precedent with respect to greater collaboration and democracy within the organisation. In encouraging this approach to managing change within hierarchically structured organisations, the paper advocates caution in its introduction and warns of the challenges that it poses for power management in such organisations.	en_US
dc.publisher	Inderscience Publishers	en_US
dc.relation.ispartof	International Journal of Learning and Intellectual Capital	en_US
dc.relation.isbasedon	10.1504/IJLIC.2011.037362	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Action Research as a Knowledge Generating Change Methodology	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	8	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
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 Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	8	en_US

Abstract:

The paper outlines an action research project conducted within an Australian public sector organisation with the purpose of changing a key internal business process. Despite the significant challenges incurred by using a change methodology considered to be âradicalâ within this conventional, hierarchically structured, organisation, the business process was transformed successfully and productivity has increased significantly within the organisation. Furthermore, the action research approach generated pertinent new knowledge; greatly enriched various forms of intangible capital within the organisation; and created a precedent with respect to greater collaboration and democracy within the organisation. In encouraging this approach to managing change within hierarchically structured organisations, the paper advocates caution in its introduction and warns of the challenges that it poses for power management in such organisations.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/17250