Action research in management

Abstract

This paper attempts to separate Action Research from more traditional or orthodox research methods in management, especially experiments and surveys. It is argued that in many respects Action Research is a reaction against the failure of conventional methods to provide generalizations about the behaviour of individuals in organizations that are both valid and useful for managers. A number of reasons for this failure are advanced. Action Research is seen as a legitimate alternative to conventional research methods and one that is worth pursuing. Examples of two common techniques employed in Action Research are briefly described, namely, sensitivity training and survey feedback.