Are interpretive and critical research methods useful for research in project management?

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dc.contributor.author Sankaran, S
dc.contributor.author Tay, BH
dc.contributor.editor Earl, DG
dc.contributor.editor Tam, DV
dc.contributor.editor Milner, DS
dc.contributor.editor Remington, DK
dc.contributor.editor Tupicoff, MA
dc.contributor.editor Tucker, MR
dc.date.accessioned 2010-05-18T06:51:42Z
dc.date.issued 2007-01
dc.identifier.citation Setting the Standard: Proceedings of the AIPM National Conference 2007, 2007, pp. 1 - 13
dc.identifier.isbn 978-0-9804601-0-0
dc.identifier.other E1 en_US
dc.identifier.uri http://hdl.handle.net/10453/7333
dc.description.abstract This paper proposes that the project management discipline would benefit from the findings of practitioners who conduct research into their own practice. Project management researchers associated with a UK government-funded research project [1] have recently suggested that the project management field requires more research into project actuality , focusing on social processes of how project managers think in action and that such research could contribute to more satisfactory outcomes of contemporary projects. This paper describes a hypothetical dilemma faced by a project manager and briefly describes four doctoral research projects carried out by practitioners who used action research, case research and systems thinking methodologies to address real problems they faced in their projects. It discusses their findings and some common features of these projects and argues that practitioner research using interpretative and critical research methods into actual problems faced by project managers could contribute to useful knowledge for project managers.
dc.publisher AIPM
dc.subject Practitioner research, Project management, Action Research, Case Research
dc.subject Practitioner research, Project management, Action Research, Case Research
dc.title Are interpretive and critical research methods useful for research in project management?
dc.type Conference Proceeding
dc.parent Setting the Standard: Proceedings of the AIPM National Conference 2007
dc.journal.number en_US
dc.publocation Sydney, Australia en_US
dc.publocation Sydney, Australia
dc.identifier.startpage 1 en_US
dc.identifier.endpage 13 en_US
dc.cauo.name DAB.School of Built Environment en_US
dc.conference en_US
dc.conference Verified OK en_US
dc.conference Project Management conference
dc.conference.location Hobart, Australia en_US
dc.for 1202 Building
dc.personcode 999248 en_US
dc.personcode 0000043068 en_US
dc.percentage 100 en_US
dc.classification.name Building en_US
dc.classification.type FOR-08 en_US
dc.custom Project Management conference en_US
dc.date.activity 20071010 en_US
dc.date.activity 2007-10-10
dc.location.activity Hobart, Australia en_US
dc.location.activity Hobart, Australia
dc.description.keywords Practitioner research, Project management, Action Research, Case Research en_US
dc.description.keywords Practitioner research, Project management, Action Research, Case Research
pubs.embargo.period Not known
pubs.organisational-group /University of Technology Sydney
pubs.organisational-group /University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group /University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group /University of Technology Sydney/Strength - Contemporary Design Practice
pubs.organisational-group /University of Technology Sydney/Strength - Management and Organisation Studies


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