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Action research: A model for organizational learning
Author(s) -
Comfort Louise K.
Publication year - 1985
Publication title -
journal of policy analysis and management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.898
H-Index - 84
eISSN - 1520-6688
pISSN - 0276-8739
DOI - 10.1002/pam.4050050106
Subject(s) - action (physics) , order (exchange) , action research , control (management) , knowledge management , data collection , element (criminal law) , computer science , management science , production (economics) , public relations , process management , business , sociology , political science , management , economics , artificial intelligence , microeconomics , social science , physics , finance , quantum mechanics , law
Traditionally, social research has relied on systematic methods to control variation in the collection of data in order to validate relationships observed among the social phenomena under study. Ironically, many critical problems in the actual operation of public organizations are not amenable to such rigorous controls. An alternative mode of analysis, action research, may prove more useful since it takes into account the dynamic nature of organizations, emphasizing the production of valid information, the element of Fee and informed choice by organization members, and the goal of engendering commitment to action by those involved. Simulated operations designed to enhance the performance of public agencies in unforeseen emergencies provide a setting in which to evaluate the effectiveness of action research as a tool for organizational problem‐solving.