The current orthodoxy is that 'knowledge' is the most powerful resource for organisational success. So how can managers develop the appropriate knowledge base to make their organisations grow? The answer lies in action research. Action research is increasingly perceived and used as a powerful methodology to promote professional awareness and development. However, there are very few texts that demonstrate how this can be utilised to promote management and organisational improvement or that emphasise the reflective nature of improving professionalism. Action Research in Organisations fills this gap. Aimed at both practising managers and university students alike, key features of this title include:
* the location of management and organisational theory within a framework * examination of the principles and practice of action research
* real-world examples and case studies of people attempting to improve their own situations through action research.

chapter |2 pages


chapter |5 pages

Action research

chapter |11 pages

Management learning

chapter |6 pages

Contextualising the study

ByEarly days

chapter |4 pages

Part I

chapter |23 pages

Learning through action

chapter |16 pages

Danger theory

chapter |3 pages

Conversation 3.1

chapter |7 pages

Educative organisations

chapter |4 pages

Personal liberation

part |2 pages

Part II

chapter 4|2 pages

Doing research

chapter 5|4 pages

Empirical research


chapter |12 pages

Alienation in the workplace

chapter |2 pages


chapter 6|8 pages

Interpretive research


chapter 7|4 pages

Critical theoretic research


chapter |4 pages

Towards enlightenment

chapter 8|21 pages

Action research


part |2 pages

Part III

chapter |1 pages

What to do?

chapter 10|3 pages

New theories of organisation

chapter |9 pages

Part IV

chapter |1 pages

Enabling change

chapter |5 pages


chapter 12|10 pages

My epistemology of practice of the superintendency

ByJacqueline Delong

chapter |15 pages


chapter |3 pages