In Conducting Action Research, Coghlan and Shani explain how action research differs from more detached research methods and provides expert guidance on how to engage effectively with it, helping the reader to complete both a successful research project and produce findings that are useful in an organizational context. Ideal for Business and Management students reading for a Master’s degree, each book in the series may also serve as reference books for doctoral students and faculty members interested in the method. Part of SAGE’s Mastering Business Research Methods, conceived and edited by Bill Lee, Mark N. K. Saunders and Vadake K. Narayanan and designed to support researchers by providing in-depth and practical guidance on using a chosen method of data collection or analysis. Watch the editors introduce the Mastering Business Research Methods series

Components of Action Research


In this chapter we develop the idea introduced in Chapter 1 of action research integrating action and research in the service of addressing a real organizational issue and generating actionable knowledge. In Chapter 1 we located and grounded action research in the knowledge–practice debates, in organization development, a rich heritage of studying and changing organizations and in sociotechnical system and design thinking perspectives. In this chapter we apply the broad foundations of those chapters to framing what action research involves and we apply the definition provided in Chapter 1 to the core and dissertation action research project in terms of design and gaining access.

Components of Action Research

Action research has four core components: action, research, collaboration and reflexivity. The action is ...

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