A Little Less Conversation, a Little More Action: Participatory Insider Action Research in an Executive Team

Springer Science and Business Media LLC - Tập 35 - Trang 453-469 - 2021
David Kenefick1, Melrona Kirrane1
1Dublin City University, Business School, Dublin 9, Ireland

Tóm tắt

In this paper, we describe a Participatory Insider Action Research (PIAR) intervention within the Executive Committee (EC) of a large publicly funded service for people with intellectual disabilities. I was a member of this EC and had been for 20 years. The intervention ran over a two-year period and comprised three cycles of PIAR. We addressed two specific organisational issues but our work did not deliver change in these areas in a substantial sense. We identify power dynamics and role duality challenges as the core factors that contributed to this outcome and describe their effects in this under-researched domain. We finish by offering some advice for future researchers undertaking initiatives of this nature.

Tài liệu tham khảo

Aime F, Humphrey S, DeRue DS, Paul JB (2014) The riddle of heterarchy: Power transitions in cross-functional teams. Acad Manag J 57(2):327–352 Altrichter H, Kemmis S, McTaggart R, Zuber-Skerritt O (2002) The concept of action research. The Learning Organisation 9(3):125–131 Alvesson M (1987) Organizations, culture, and ideology. Int Stud Manag Organ 17(3):4–18 Alvesson M, Willmott H (2002) Identity regulation as organizational control: Producing the appropriate individual. J Manage Stud 39(5):619–644 Anderson C, John OP, Keltner D (2012) The personal sense of power. J Pers 80(2):313–344 Avison D, Baskerville R, Myers MD (2007) The structure of power in action research projects. Information Systems Action Research. Springer, Boston, pp 19–41 Barthol RP, Ku ND (1959) Regression under stress to first learned behavior. J Abnorm Soc Psychol 59(1):134–136 Baum F, MacDougall C, Smith D (2006) Participatory action research. J Epidemiol Commun Health 60(10):854 Beckett C, Myers MD (2018) Organizational culture in Business Process Management: The challenge of balancing disciplinary and pastoral power. Pac Asia J Assoc Inf Syst 10(1):3 Berlinck CN, Saito CH (2010) Action research for emancipation informed by Habermas and hierarchy of systems: case study on environmental education and management of water resources in Brazil. Syst Pract Action Res 23(2):143–156 Boje DM (1995) Stories of the storytelling organization: A postmodern analysis of Disney as “Tamara-Land”. Acad Manag J 38(4):997–1035 Bontekoe R (1996) Dimensions of the hermeneutic circle. Humanities Press, London Bradbury H (2015) The Sage handbook of action research. Sage, London Brannick T, Coghlan D (2007) In defence of being “native”: The case for insider academic research. Organ Res Methods 10(1):59–74 Brydon-Miller M, Coghlan D (2014) The big picture: Implications and imperatives for the action research community from the SAGE Encyclopedia of Action Research. Action Res 12(2):224–233 Brydon-Miller M, Greenwood D, Eikeland O (2006) Strategies for addressing ethical concerns in action research. Action Res 4(1):129–131 Buchanan D, Badham R (1999) Politics and organizational change: The lived experience. Hum Relat 52(5):609–629 Burbules NC (2002) The limits of dialogue as a critical pedagogy. Revolutionary pedagogies. Routledge, Abingdon, pp 273–295 Cameron E, Green M (2019) Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers, London Chatman JA, Flynn FJ (2001) The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Acad Manag J 44(5):956–974 Coghlan D, Brannick T (2014) Doing action research in your own organization. Sage, London Coghlan D, Brydon-Miller M (eds) (2014) The SAGE encyclopaedia of action research. Sage, London Coghlan D, Casey M (2001) Action research from the inside: issues and challenges in doing action research in your own hospital. J Adv Nurs 35(5):674–682 Coghlan D, Shani AR (2005) Roles, politics, and ethics in action research design. Syst Pract Action Res 18(6):533–546 Coghlan D, Shani AB (2017) Inquiring in the present tense: the dynamic mechanism of action research. J Chang Manag 17(2):121–137 Coghlan D, Shani AB, (Rami), (2014) Creating action research quality in organizationdevelopment: Rigorous, reflective and relevant. Syst Pract Action Res 27:523–536 Coghlan D, Shani AR, Roth J, Sloyan RM (2014) Executive development through insider action research: Voices of insider action researchers. J Manag Dev 33(10):991–1003 Cook T (2009) The purpose of mess in action research: building rigour though a messy turn. Educ Action Res 17(2):277–291 Costea B, Crump N, Amiridis K (2008) Managerialism, the therapeutic habitus and the self in contemporary organizing. Hum Relat 61(5):661–685 Coughlan P, Coghlan D (2002) Action research for operations management. Int J Oper Prod Manag 22(2):220–240 Denzin NK, Lincoln YS (2008) Introduction: The discipline and practice of qualitative research. In: Denzin NK, Lincoln YS (eds) Strategies of qualitative inquiry. Sage Publications Inc, London, pp 1–43 Edmondson A (1999) Psychological safety and learning behavior in work teams. Adm Sci Q 44(2):350–383 Eikeland O (2006) Condescending ethics and action research: Extended review article. Action Res 4(1):37–47 Elden M, Taylor JC (1983) Participatory research at work: An introduction. J Occup Behav 4(1):1–8 Erro-Garcés A, Alfaro-Tanco JA (2020) Action research as a meta-methodology in the management field. Int J Qual Methods 19:1609406920917489 Finkelstein S (1992) Power in top management teams: Dimensions, measurement, and validation. Acad Manag J 35(3):505–538 Fleming P, Spicer A (2014) Power in management and organization science. Acad Manag Ann 8(1):237–298 Foulger TS (2010) External conversations: An unexpected discovery about the critical friend in action research inquiries. Action Res 8(2):135–152 Fredberg T, Norrgren F, Shani ABR (2011) Developing and sustaining change capability via learning mechanisms: A longitudinal perspective on transformation. Research in organizational change and development. Emerald Group Publishing Limited, London Freire P (1970) Cultural action and conscientization. Harvard Educational Review 40(3): 452–477 Gaventa J, Cornwall A (2008) Power and knowledge. The Sage handbook of action research: participative inquiry practice, vol 2. Sage, Los Angeles, London, New Dlhi, Singapore, p 172–189 Gorinski R, Ferguson P (1997) (Ex)changing experiences of insider research. Paper presented at the New Zealand Association for Research in Education Conference, Auckland Goss D, Jones R, Betta M, Latham J (2011) Power as practice: A micro-sociological analysis of the dynamics of emancipatory entrepreneurship. Organ Stud 32(2):211–229 Grønhaug K, Olson O (1999) Action research and knowledge creation: merits and challenges. Qual Market Res2(1):6-14 Gustavsen B (2008) Action research, practical challenges and the formation of theory. Action Res 6(4):421–437 Habermas J (1986) The new obscurity: the crisis of the welfare state and the exhaustion of utopian energies: translated by Phillip Jacobs. Philos Soc Crit11(2):1-18 Holian R, Coghlan D (2013) Ethical issues and role duality in insider action research: Challenges for action research degree programmes. Syst Pract Action Res 26(5):399–415 Humphrey C (2007) Insider-outsider: Activating the hyphen. Action Res 5(1):11–26 Jacobs G (2010) Conflicting demands and the power of defensive routines in participatory action research. Action Res 8(4):367–386 Kakabadse NK, Kakabadse AP, Kalu KN (2007) Communicative action through collaborative inquiry: journey of a facilitating co-inquirer. Syst Pract Action Res 20(3):245–272 Kang YS, Chang YJ (2019) Sharing the voice and experience of our community members with significant disabilities in the development of rehabilitation games. Syst Pract Action Res 32(1):1–12 Keltner D (2016) The power paradox: How we gain and lose influence. Penguin, London Knights D, Willmott H (1989) Power and subjectivity at work: From degradation to subjugation in social relations. Sociology 23(4):535–558 Krackhardt D (1990) Assessing the political landscape: Structure, cognition, and power in organizations. Adm Sci Q 35:342–369 Krim R (1988) Managing to Learn: Action Inquiry in City Hall. In: Reason P (ed) Human inquiry in action: developments in new paradigm research. Sage, London, pp 144–162 Landy R (2009) Role theory and the role method of drama therapy. Current Approaches in Drama Therapy 2:65–88 Larrea M, Arrona A (2019) Improving the approach to conflict in action research through deliberative policy analysis: A territorial development case in the Basque Country. Policy Stud 40(5):492–509 Lasswell HD (2017) Power and personality. Routledge, Abingdon Levin M (2012) Academic integrity in action research. Action Res 10(2):133–149 Lewin K (1946) Action research and minority problems. J Soc Issues 2(4):34–46 lisahunter E, Emerald, Martin G (2013) Participatory activist research in the globalised world: Social change through the cultural professions. Springer, Dordrecht Lisiński M, Šaruckij M (2006) Principles of the application of strategic planning methods. J Bus Econ Manag 7(2):37–43 Luke H, Lloyd D, Boyd W, Den Exter K (2014) Improving conservation community group effectiveness using mind mapping and action research. Conservation Society 12(1):43–53 MacIntosh R, Bonnet M, Coghlan D (2007) Insider action research: opportunities and challenges. Manag Res News 30(5):335–343 McDaniel RR Jr, Jordan ME, Fleeman BF (2003) Surprise, surprise, surprise! A complexity science view of the unexpected. Health Care Manage Rev 28(3):266–278 McKernan J (1996) Curriculum action research: A handbook of methods and resources for the reflective practitioner. Psychology Press, Hove McNiff J, Whitehead J (2002) Action research: Principles and practice. Sage, London Melrose MJ (2001) Maximizing the rigor of action research: why would you want to? How could you? Field Methods 13(2):160–180 Michael SC, Robbins DK (1998) Retrenchment among small manufacturing firms during recession. J Small Bus Manage 36(3):35–40 Mintzberg H (1994) The fall and rise of strategic planning. Harvard Bus Rev 72(1):107–114 Mohrman SA, Cummings TG (1989) Self-designing organizations: Learning how to create high performance. Addison-Wesley, Boston Molineux J, Haslett T (2002) Working within organizational cycles—A more suitable way to manage action research projects in large organizations? Syst Pract Action Res 15(6):465–484 Moore B (2007) Original sin and insider research. Action Res 5(1):27–39 Nelson G, Ochocka J, Griffin K, Lord J (1998) “Nothing about me, without me”: Participatory action research with self-help/mutual aid organizations for psychiatric consumer/survivors. Am J Commun Psychol 26(6):881–912 Nyman V, Berg M, Downe S, Bondas T (2016) Insider Action research as an approach and a method–Exploring institutional encounters from within a birthing context. Action Res 14(2):217–233 Paltved C, Morcke AM, Musaeus P (2016) Insider action research and the microsystem of a Danish surgical ward. Action Res 14(2):184–200 Patel PC, Cooper D (2014) Structural power equality between family and non-family TMT members and the performance of family firms. Acad Manag J 57(6):1624–1649 Pfeffer J (1992) Understanding power in organizations. Calif Manag Rev 34(2):29–50 Pike KL (1967) Etic and emic standpoints for the description of behavior. In: Pike KL (ed) Language in relation to a unified theory of the structure of human behavior. Mouton & Co, The Hague, pp 37–72 Radaelli G, Guerci M, Cirella S, Shani AB (2014) Intervention research as management research in practice: learning from a case in the fashion design industry. Br J Manag 25(2):335–351 Ravitch SM, Wirth K (2007) Developing a pedagogy of opportunity for students and their teachers: Navigations and negotiations in insider action research. Action Res 5(1):75–91 Reason P, Bradbury H (Eds.) (2001) Handbook of action research: Participative inquiry and practice. Sage Revans RW (1980) Action learning: New techniques for management. Blond and Briggs Ltd., London Riad S (2005) The power of’organizational culture as a discursive formation in merger integration. Organ Stud 26(10):1529–1554 Salas E, Reyes DL, McDaniel SH (2018) The science of teamwork: Progress, reflections, and the road ahead. Am Psychol 73(4):593 Schuiling G (2014) Changing leadership dynamics at agility-critical interfaces: action research as a 25-year longitudinal study. In Research in organizational change and development. Emerald Group Publishing Limited Shani AB, Coghlan D (2019) Action research in business and management: a reflective review. Action Research. https://doi.org/10.1177/1476750319852147 Shani AB, Pasmore WA (1985) Organization inquiry: Towards a new model of the action research process. Contemporary Organization development: Current Thinking and Applications Scott, Foresman, Glenview, 438-448 Sluss DM, Ashforth BE (2007) Relational identity and identification: Defining ourselves through work relationships. Acad Manag Rev 32(1):9–32 Smith L, Bratini L, Chambers DA, Jensen RV, Romero L (2010) Between idealism and reality: Meeting the challenges of participatory action research. Action Res 8(4):407–425 Smyth A, Holian R (2008) Credibility issues in research from within organisations. In: Sikes P, Potts A (eds) Researching education from the inside. Routledge, Abingdon, pp 33–47 Tarakci M, Greer LL, Groenen PJ (2016) When does power disparity help or hurt group performance? J Appl Psychol 101(3):415 Teusner A (2016) Insider research, validity issues, and the OHS professional: One person’s journey. Int J Soc Res Methodol 19(1):85–96 Torbert WR, Taylor SS (2008) Action inquiry: Interweaving multiple qualities of attention for timely action. In Reason P, Bradbury H (eds) The SAGE handbook of action research: Participative Inquiry and Practice. Sage, Los Angeles, London, New Delhi, Singapore, p 239–252 Townley B (1993) Foucault, power/knowledge, and its relevance for human resource management. Acad Manag Rev 18(3):518–545 Tsang NM (2007) Reflection as dialogue. Br J Soc Work 37(4):681–694 Uzzi B, Spiro J (2005) Collaboration and creativity: The small world problem. Am J Sociol 111(2):447–504 Van Bunderen L, Greer LL, Van Knippenberg D (2018) When interteam conflict spirals into intrateam power struggles: The pivotal role of team power structures. Acad Manag J 61(3):1100–1130 Walton RE, Gaffney ME (1989) Research, action, and participation: The merchant shipping case. Am Behav Sci 32(5):582–611 Webster JL, Reif WE, Bracker JS (1989) The manager’s guide to strategic planning tools and techniques. Plan Rev 17:4–13 Weil S (1998) Rhetorics and realities in public service organizations: systemic practice and organizational learning as critically reflexive action research (CRAR). Syst Pract Action Res 11(1):37–62 Wenger E (1998) Communities of practice: Learning as a social system. Syst Thinker 9(5):2–3 Winter R, Munn-Giddings C (2001) A handbook for action research in health and social care. Psychology Press, Hove Zuber-Skerritt O, Fletcher M (2007) The quality of an action research thesis in the social sciences. Qual Assur Educ 15(4):413–436