Action Research as a Leadership Strategy for Innovation: The Case of a Global High-Technology Organisation

Allen, G; Dovey, KA

Action Research as a Leadership Strategy for Innovation: The Case of a Global High-Technology Organisation

Allen, G Dovey, KA

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Publisher:: Rainer Hampp Verlaff, www.Hampp-Verlag.de
Publication Type:: Journal Article
Citation:: International Journal of Action Research, 2016, 12 (1), pp. 8 - 37 (30)
Issue Date:: 2016-01-29

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Field	Value	Language
dc.contributor.author	Allen, G	en_US
dc.contributor.author	Dovey, KA https://orcid.org/0000-0002-8182-2166	en_US
dc.date.available	2015-12-02	en_US
dc.date.issued	2016-01-29	en_US
dc.identifier.citation	International Journal of Action Research, 2016, 12 (1), pp. 8 - 37 (30)	en_US
dc.identifier.issn	1861-1303	en_US
dc.identifier.uri	http://hdl.handle.net/10453/42030
dc.description.abstract	The paper describes two sets of action research within an iconic global high-tech company. Two teams within the organisation (one in New York and one in Sydney) were selected to participate on the basis of their failure to have achieved any technical innovation over the previous three years. The action research had the practical goal of generating valuable technical innovations and the research goal of gaining insight into any social (leadership) practices that may have facilitated the technical innovation. The research delivered novel insights into the nature of the leadership practices that enabled these two teams to deliver four company-lauded technical innovations. The principal finding of the research - that social innovation precedes technical innovation – highlights the role action research can play in the creation of a social environment conducive to technical innovation within enterprises.	en_US
dc.publisher	Rainer Hampp Verlaff, www.Hampp-Verlag.de	en_US
dc.relation.ispartof	International Journal of Action Research	en_US
dc.relation.isbasedon	10.1688/IJAR-2016-01-Allen	en_US
dc.title	Action Research as a Leadership Strategy for Innovation: The Case of a Global High-Technology Organisation	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	12	en_US
utslib.location.activity	Australia	en_US
utslib.for	080609 Information Systems 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	12	en_US

Abstract:

The paper describes two sets of action research within an iconic global high-tech company. Two teams within the organisation (one in New York and one in Sydney) were selected to participate on the basis of their failure to have achieved any technical innovation over the previous three years. The action research had the practical goal of generating valuable technical innovations and the research goal of gaining insight into any social (leadership) practices that may have facilitated the technical innovation. The research delivered novel insights into the nature of the leadership practices that enabled these two teams to deliver four company-lauded technical innovations. The principal finding of the research - that social innovation precedes technical innovation – highlights the role action research can play in the creation of a social environment conducive to technical innovation within enterprises.

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http://hdl.handle.net/10453/42030