Ellis, J. H.M. and Kiely, J., 2000. Action inquiry strategies: taking stock and moving forward. Journal of Applied Management Studies, 9 (1), pp. 83-94.
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By focusing on the dynamics of action inquiry strategies, this paper has framed the way in which the process is characterised and the potential of this approach for applied management research. The relationship between improved knowledge through action and improved action through reflection is the main thrust of action inquiry strategies. Action inquiry is seen as a cyclical process whereby knowledge is created in and for action. While all action inquiry strategies are shown to share broadly similar features, the four distinctive approaches - action research, participatory action research, action learning, and action science - are found to differ along distinguishable ideological and procedural dimensions. The different approaches should not be viewed as wholly discrete or precise, but rather as a means to explore the idea of fitness for purpose of the respective action inquiry strategies.
|Uncontrolled Keywords:||Action inquiry strategies, applied management research|
|Subjects:||Technology > Business, Management and Marketing|
Social Sciences > Sociology
Social Sciences > Finance and Financial Economics
|Group:||Business School > Centre for Research in Management|
|Deposited By:||INVALID USER|
|Deposited On:||21 Jun 2007|
|Last Modified:||07 Mar 2013 14:39|
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