This is not an ordinary article. It was written in response to some questions that the current and the former IJAR editors-in-chief asked us to reflect on. We did so gratefully, because this was a good opportunity to look back on 25 years of doing AR in organisations. The article describes four challenges of future organisational action research. Firstly, in the future an increasing number of skilled employees will make it necessary to move from co-influence of how to implement goals, to a greater degree of co-determination. Secondly, the article argues there is a need for an increased focus on documenting AR processes. Thirdly, the article calls for more selfcritical reflections on the concrete ways action researchers exercise power. Fourthly, questioning the possibilities of doing AR in organisations will become important in the future, due to socio-economic conditions such as lack of time. The article is based on a four-year research project that we carried out on various American and European approaches to action research in organisations in the 20th century. It includes, too, a description of our different personal ways into AR and some of the AR concepts we developed along the way.
Smooth Sailing or Rough Seas: The Future of International Liner Shipping