Action research in firms
Change organisational practice and study the process
Action research in firms links collaborative diagnosis, intervention, evaluation and reflection in repeated cycles. The researcher participates in change while generating defensible knowledge about the organisational process. Canonical action research makes client agreements, theoretical grounding and learning explicit. Insider employment or consulting access may help, but creates role conflicts that must be addressed rather than assumed away.
Choose when the organisation wants change and can support iterative intervention and reflection. Agree participation, decision authority, evaluation evidence and the possibility that a proposed change may not help.
Strengths
- Produces practically relevant learning during change
- Allows theory and intervention to develop together
Limitations
- Researcher involvement complicates attribution
- Client priorities and staff power differences affect participation
Know the boundary
Routine problem solving becomes research only when inquiry and knowledge claims are systematic and documented.