The field of action research.

Chein, Isidor; Cook, Stuart W.; Harding, John

doi:10.1037/h0053515

Cited by 170 publications

(83 citation statements)

References 3 publications

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“…The study proceeded in one cycle of Chein et al's (1948) five stages of action research, summarized in Table 1, making extensive use on the collaborative workshop approach espoused by Lewin (1946). Four of the five collaborating organizations also reported on its further use, three at board level.…”

Section: Research Methods For Exploratory Studymentioning

confidence: 99%

Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network

Wilson

Clark

Smith³

2007

Industrial Marketing Management

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Section: Research Methods For Exploratory Studymentioning

confidence: 99%

Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network

Wilson

Clark

Smith³

2007

Industrial Marketing Management

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“…It consisted of feeding back our preliminary findings (diagnosis) to the Vice SG based on the data collected (empirics) in the first five months of our study. Hence, we conducted both 'empirical action research' and 'diagnostic action research' (see, Chein, Cook, & Harding 1948;Susman & Evered 1978). Because our initial focus was mainly on the five projects, and because we found that the directors did not play a large role in these five projects, we were not able to provide advice on how to improve the vision implementation process.…”

Section: Reflection On Interventionmentioning

confidence: 99%

“…Since we took all steps (although we did not go from action taking to evaluation within the workshop), our action research study in the form of this workshop can be labeled 'experimental action research' (Chein et al 1948;Susman & Evered 1978).…”

Section: Intervention: Workhopmentioning

confidence: 99%

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The structuration of managing for results : a practice perspective on middle managers in the Dutch central government

Ehrenhard¹

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“…Inspired by Dewey (1933), the first wave began in the 1940s when Lewin (1946) and Collier (1945) initiated action research as an "attempt at expanding and relocating experimentation and a "scientific attitude" from laboratories to field settings like local communities, work places and schools" (Eikeland 2007, p. 345). This type of action research (see Chein, Cook & Harding, 1948a, 1948bCollier 1945;Corey 1953;Lewin 1946;Lippitt 1949;Marrow 1964;Shumsky 1958;Whyte & Hamilton 1964) …”

Section: Action Research: a Brief Historymentioning

confidence: 99%

Contextualist-coaching for complex times

Lodwick¹

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This thesis addresses the lack of empirical clarity about what coaches do, what works and whatconstitutes research evidence in coaching, as well as the lack of explicit theoretical perspectives upon which current coaching and its research are based. It establishes that contemporary coaching takes place in a volatile, uncertain, complex and ambiguous world, and that there is need for a contextualist-coaching approach.In a review of the literature, Pepper's (1942) four world hypotheses are used as a lens of analysis for identifying implicit assumptions currently in use in coaching and its associated activities. To address these problems identified in the academic and practitioner literature on coaching, a research strategy involving Peirce's triadic system of inferential logic (Hartshorne & Weiss 1935) within an analysis and synthesis dialectic framework is justified as a suitable process for forming hypotheses appropriate to the epistemic circumstances of the problem. An initial analysis and synthesis dialectic, commenced through the analysis conducted using Pepper's world hypotheses during the literature review, is completed through a process of synthesis using abduction to formulate a hypothesis of best inference.iii It is hypothesised that the incompatibility between the open system environment within which coaching occurs and the closed and partially open system assumptions upon which coaching practice and theory are currently based could be addressed with a coaching approach that adopts the open system assumptions of Pepper's meta-theory of contextualism. Such a contextualistcoaching framework might be more effective than current coaching approaches within the open system external environment. Given that no contextualist-coaching approach currently exists, the following research question is formulated: Research question: How can the researcher-practitioner coach within the assumptions of a contextualist world hypothesis?An action research methodology is justified as appropriate for addressing this research question.

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The field of action research.

Cited by 170 publications

References 3 publications

Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network

Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network

The structuration of managing for results : a practice perspective on middle managers in the Dutch central government

Contextualist-coaching for complex times

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