Action Research: Toward a Procedural Model

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dc.contributor.authorCunningham, Bart
dc.date.accessioned2024-11-19T06:25:47Z
dc.date.available2024-11-19T06:25:47Z
dc.date.issued1976
dc.descriptionThis article introduces the concept of Action Research in organizational settings, proposing a more participatory and effective approach to decision-making. It emphasizes collaboration between organizational members and external consultants to drive change. The procedural model outlined in the paper is aimed at improving organizational planning and decision-making through continuous evaluation and revision of action plans. The article also provides practical guidelines for implementing Action Research methods in organizations.
dc.description.abstractThis paper discusses the Action Research (AR) approach to organizational decision-making, where the entire organization identifies needs, solves problems, and implements decisions. The article outlines the key components of AR, including the Action Research Group and the Action Researcher. It highlights the importance of member participation, group dynamics, and social forces in facilitating effective organizational change. A procedural model for Action Research is presented, with detailed discussions on its phases, group development, and evaluation processes.
dc.identifier.citationCunningham, B. (1976). Action Research: Toward a Procedural Model. Human Relations, 29(3), 215-238.
dc.identifier.urihttp://192.9.200.215:4000/handle/123456789/204
dc.language.isoen
dc.publisherHuman Relations
dc.subjectAction Research
dc.subjectOrganizational Decision-Making
dc.subjectGroup Dynamics
dc.subjectResearch Methods
dc.subjectOrganizational Change
dc.titleAction Research: Toward a Procedural Model
dc.typeArticle

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