Action research: a way of researching or a way of managing?

2003 ◽  
Vol 8 (2) ◽  
pp. 100-104 ◽  
Author(s):  
Richard Lilford ◽  
Rachel Warren ◽  
David Braunholtz
Keyword(s):  
Action Research ◽  
Change Process ◽  
Research Finding ◽  
Organisational Change ◽  
Total Quality ◽  
Discrete Form ◽  
Effect Change ◽  
Managerial Action ◽  
Service Managers ◽  
Change Monitoring

Scrutinising recent systematic reviews both on action research and on the management of change in organisations, we have made two observations which, we believe, clarify a rather amorphous literature. First, by comparing formal descriptions of each, action research cannot be clearly distinguished from many other change methodologies. This applies particularly to total quality management (TQM). Both action research and TQM are cyclical activities involving examination of existing processes, change, monitoring the apparent effects of the change and further change. Both emphasise active participation of stakeholders. The examples used to illustrate action research would serve equally well as examples of TQM and vice versa. Second, the methods used in action research are neither specific to action research nor are they of any particular kind. It therefore follows that action research, in so far as it purports to describe a unique or discrete form of research rather than a change process, is a misnomer. Based on these observations, we make two suggestions. Organisational change should be described in terms of the steps actually taken to effect change rather than in 'terms of art' which, like the various brands of post-Freudian psychotherapy, obscure what they have in common rather than illuminate substantive differences. And the research embedded in any cyclical managerial process can have two broad (non-exclusive) aims: to help local service managers to take the next step or to assist managers in other places and in future years to make decisions. These can be described as limited (formative) and general (summative) aims. Whether, or to what extent, a research finding is generalisable across place and time is a matter of judgement and turns on the form of the research and on its context; it is completely independent of whether or not the research was carried out within a cycle of managerial action currently described by terms such as action research or TQM.

International relationships and resilience of New Zealand SME exporters during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benjamin Fath ◽  
Antje Fiedler ◽  
Noemi Sinkovics ◽  
Rudolf R. Sinkovics ◽  
Bridgette Sullivan-Taylor
Keyword(s):  
New Zealand ◽  
Model Transformation ◽  
Large Scale ◽  
Qualitative Interviews ◽  
Contingency Planning ◽  
Strong Ties ◽  
Content Type ◽  
Relationship Strength ◽  
Managerial Action ◽  
Practical Implications

Purpose This paper aims to empirically investigate how small- and medium-sized enterprise (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market. Design/methodology/approach This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships. Findings Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation. Research limitations/implications Future large-scale research is needed to test the generalizability of the authors’ findings. Practical implications The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs. Originality/value This paper is an early study on how weak and strong ties influence SME resilience during crisis.

A Case of Phased Retirement in Sweden

2017 ◽  
pp. 351-370
Author(s):  
Kristina Palm
Keyword(s):  
Well Being ◽  
Managerial Action ◽  
Phased Retirement ◽  
The Individual ◽  
Gradual Retirement

Gradual retirement has become more common, yet previous research has neglected to study managerial and organisational aspects of phased retirement. Based upon ten interviews, it was found that, when managed successfully, phased retirement is beneficial for both the individual and the organisation. The organisation can successfully transfer knowledge between employees, while the individuals enhance their well-being and obtain a better balance between work and leisure. However, in order for both the organisation and the individual to benefit from phased retirement, managerial action and planning is required.

Pivots in the Luxury Business

2021 ◽  
pp. 139-156
Author(s):  
Wendy K. Bendoni ◽  
Fabio Duma
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Luxury Brands ◽  
Social Data ◽  
Economic Changes ◽  
Relevant Theory ◽  
Managerial Action ◽  
People Search ◽  
Conceptual Study ◽  
Search For Information

Consumer behavior is continuously evolving, and with it, so is the business of luxury. Besides other societal and economic changes, digital technology and social networks have affected how people search for information, buy products, and relate to luxury brands. As a growing number of people use social networks, an abundance of social data can be analyzed to detect shifts in perception and behaviors, generating insights that can benefit luxury brands. There is a need for theoretical conceptualizations and, based on these, strategy frameworks to help identify relevant sources of social data and derive actionable insights by using social media intelligence in a strategic, structured, and impact-oriented manner. With their conceptual study, the authors aim to close this gap and contribute towards marketing management literature by proposing a conceptual social listening framework. Their framework highlights the benefits of using social data and explains the basic steps of turning data into valuable insights that drive managerial action based on relevant theory and technology.

scholarly journals Meaningful managerial action planning: The financial component

1983 ◽  
Vol 14 (4) ◽  
pp. 156-160
Author(s):  
J. G. Kotzé
Keyword(s):  
Action Planning ◽  
Top Management Teams ◽  
Financial Impact ◽  
Action Plans ◽  
Business Organizations ◽  
Short Term ◽  
Desirable Characteristic ◽  
Managerial Action ◽  
Five Elements ◽  
Innovative Orientation

An innovative orientation is a highly desirable characteristic of senior-middle and top management teams in business organizations. The formalized expression of such entrepreneurial flair may be developed in the form of action plans. Such plans consist of five elements, of which one, namely the financial component, is of prime importance. Three categories of action plans are distinguished and the evaluation of the anticipated financial impact of action plans within each category discussed. Finally, the integration of the anticipated financial results of action plans in the formal long- and short-term plans of an organization is described.

scholarly journals Commentary on “Consumer behaviour analysis and non-adoption of behavioural interventions: implications for managerial action”

2019 ◽  
Vol 24 (3) ◽  
pp. 108-112
Author(s):  
Julie Beadle-Brown ◽  
Jill Bradshaw
Keyword(s):  
Developmental Disabilities ◽  
Design Methodology ◽  
Consumer Behaviour ◽  
Intellectual And Developmental Disabilities ◽  
Process Of Change ◽  
Behavioural Interventions ◽  
Content Type ◽  
Behaviour Analysis ◽  
Managerial Action

Purpose The purpose of this paper is to reflect on the difficulties highlighted by Ntinas around supporting change in services for people with intellectual and developmental disabilities. Design/methodology/approach This commentary examines what is needed for change and reflects on staff culture. Findings The authors propose that it is not sensible to separate the culture of a service from the implementation of person-centred approaches and attempt to map how the concepts overlap and are interconnected. Originality/value Whilst some elements of culture are clearly important in order to start the process of change, other elements will change as an intervention is introduced and embedded.

Measuring the effectiveness of managerial action in SMEs

2007 ◽  
Vol 30 (12) ◽  
pp. 892-914 ◽  
Author(s):  
Glenn A. Metts
Keyword(s):  
Indirect Effects ◽  
Equation Modeling ◽  
Direct And Indirect Effects ◽  
Manufacturing Companies ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Managerial Action ◽  
The Impact ◽  
Competitive Forces ◽  
Strategy Making

PurposeThe paper's purpose is to investigate the direct and indirect effects of industry competitive forces on strategy‐making and performance in small‐to‐medium‐sized manufacturing companies.Design/methodology/approachThe paper's approach is a survey design with structural equation modeling used for hypotheses testing.FindingsThe findings provide strong support for the mitigating role of managerial action through the strategy‐making process and indications that this is true regardless of small‐to‐medium‐sized enterprise (SME) size. Also, automotive‐manufacturing SMEs seem to exhibit higher levels of competitive factors compared with non‐automotive manufacturing SMEs.Research limitations/implicationsThe major limitation of this research is that the survey was taken in the Mid‐western USA and involved only SME manufacturing organizations. The research should be extended to other geographic regions, industry types, and larger organizations.Practical implicationsMany small company managers feel that they have little impact on industry‐wide macro‐economic and industry‐specific forces. This research indicates that managers in SMEs can mitigate some of the negative effects of industry competitive factors through strategy‐making activities.Originality/valueThis research is unique in several ways. It is the only research that has clearly identified and successfully measured the impact of managerial action in SMEs. It demonstrates that managerial action can be measured by comparing the direct and indirect effects of industry competitive forces on performance. It further identifies the need for a self‐assessment tool to measure the effectiveness of managerial action of top managers in SMEs.

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