Action Research as a Knowledge Generating Change Methodology

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dc.contributor.author Martincic, A
dc.contributor.author Dovey, KA
dc.date.accessioned 2012-02-14T04:22:54Z
dc.date.issued 2011-01
dc.identifier.citation International Journal of Learning and Intellectual Capital, 2011, 8 (1), pp. 108 - 122
dc.identifier.issn 1479-4853
dc.identifier.other C1 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.
dc.publisher Inderscience Publishers
dc.relation.hasversion Accepted manuscript version en_US
dc.relation.isbasedon 10.1108/JOSM-02-2014-0063
dc.title Action Research as a Knowledge Generating Change Methodology
dc.type Journal Article
dc.parent International Journal of Learning and Intellectual Capital
dc.journal.volume 1
dc.journal.volume 8
dc.journal.number 1 en_US
dc.publocation UK en_US
dc.publocation Oxon and New York
dc.identifier.startpage 108 en_US
dc.identifier.endpage 122 en_US
dc.cauo.name FEIT.School of Systems, Management and Leadership en_US
dc.conference Verified OK en_US
dc.for 0806 Information Systems
dc.personcode 980399
dc.percentage 100 en_US
dc.classification.name Information Systems en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.edition First
dc.custom en_US
dc.date.activity en_US
dc.location.activity en_US
dc.description.keywords leadership; hierarchical organisations; action research; change management; organisational learning; intangible capital resources. en_US
dc.description.keywords Architecture and the city
dc.description.keywords Manhattan
dc.description.keywords Venice
dc.description.keywords urban design.
dc.description.keywords leadership
dc.description.keywords hierarchical organisations
dc.description.keywords action research
dc.description.keywords change management
dc.description.keywords organisational learning
dc.description.keywords intangible capital resources.
pubs.embargo.period Not known
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 Systems, Management and Leadership
pubs.organisational-group /University of Technology Sydney/Strength - Human Centred Technology Design
utslib.copyright.status Open Access
utslib.copyright.date 2015-04-15 12:23:47.074767+10
utslib.collection.history General (ID: 2)


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