Case Study and Teacher Action Research

2013 ◽  
pp. 212-233
Keyword(s):  
Action Research ◽  
Teacher Action Research

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

Evaluation of an action research project in workforce development and organisational change: Healthy Ageing—Nutrition

2008 ◽  
Vol 8 (1) ◽  
pp. 11-19 ◽  
Author(s):  
Gwyneth M Jolley
Keyword(s):  
Action Research ◽  
Workforce Development ◽  
Organisational Change ◽  
Healthy Ageing ◽  
Evaluation Methodology ◽  
Research Approach ◽  
Action Research Project ◽  
Research Project ◽  
Action Research Approach

This article reports on the evaluation of an action research project designed to support workforce development in the promotion of healthy nutrition for older people. The evaluation methodology was grounded by the action research approach of the project and focused on case studies of the 10 partner organisations. Findings indicate that the Healthy Ageing—Nutrition Project has resulted in a large increase in awareness and knowledge about healthy ageing and nutrition in the case study organisations, and to a lesser extent, in the broader health and aged care sectors. For the case study organisations it seems likely that transformational change has been made through the project's work of building capacity, mediating and facilitating change and providing resources. Support at board and management level, as well as thoughtful development of the workforce, were critical success factors in bringing about organisational change. The main challenge was identified as time and resources needed. Follow-up evaluation of the health outcomes from nutritional assessment, screening and intervention should also be implemented in order to provide further evidence of the value of this effort.

scholarly journals A Participatory Action Research Method in a Rural Community of Mexico

2016 ◽  
Vol 14 (4) ◽  
pp. 1197 ◽  
Author(s):  
Rubi Arellano ◽  
Fabricio Balcazar ◽  
Sergio Suarez ◽  
Francisco Alvarado
Keyword(s):  
Action Research ◽  
Participatory Action Research ◽  
Social Services ◽  
Community Interventions ◽  
Participatory Action ◽  
Community Members ◽  
Need To Evaluate ◽  
Community Issues ◽  
To Come

For several decades, community interventions have promoted community development with strategies involving capacity building, advocacy, social change, and empowerment. Although community interventions intend to ameliorate social and economic inequalities, there is still a need to evaluate the outcomes of Participatory Action Research (PAR). PAR approaches have demonstrated to be a helpful tool for addressing and identifying community issues and strengths, while leading community members into action. The PAR approach described in this case study of “Ciudad Renace” (Town Reborn)—the Concerns Report Method (CRM)—provided a process for the community to come together and identify main issues, organize, and take actions. The findings suggest multiple activities and outcomes in areas like environmental contamination, social services, and education. Participatory methodologies like the Concerns report Method provided opportunities for community members to become engaged in pursing issues and addressing their own needs. The implications for community psychology research and practice are discussed.

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