This paper explores what may be distinctive about management research undertaken from a perspective on management learning. There are some general principles that influence research in this field and the author sets these in relation to key issues that seem to have a particular influence on the learning process. The objective is to present a framework of questions which might particularly represent aspects of research within management learning, and the general phrase used to depict this framework is the notion of 'research as learning'. Such an approach is interested in the integration of specific dynamics that are part of the processes of both research and learning. The paper describes how these dynamics can be utilized in the process of management research, placing specific emphasis on what learning means within, and how it affects the practice of, research in management learning.
Get full access to this article
View all access options for this article.
References
1.
Argyris, C. (1982) Reasoning, Learning and Action. San Francisco, CA: Jossey Bass.
2.
Argyris, C. (1989) 'Strategy Implementation: An Experience in Learning', Organisational Dynamics18(2): 5-15.
3.
Argyris, C. , Putnam, R. and Smith, D. M. (1985) Action Science. San Francisco, CA: Jossey-Bass.
4.
Bennett, R. (1991) 'What is Management Research?', in C. N. Smith and P. Dainty, The Management Research Handbook. London: Routledge.
5.
Berg, D. N. and Smith, K. K. (1988) The Self in Social Inquiry. Newbury Park, CA: Sage.
6.
Brown, S. and McIntyre, D. (1981) 'An Action-research Approach to Innovation in Centralized Education Systems', European Journal of Science and Education3(3): 243-258.
7.
Burrell, G. and Morgan, G. (1979) Sociological Paradigms and Organisational Analysis. London: Heinemann.
8.
Dainty, P. (1991) 'Meaningful Management Research', in C. N. Smith and P. Dainty, The Management Research Handbook. London: Routledge.
9.
Diamond, M. A. (1990) 'Psychoanalytical Phenomenology and Organisational Analysis', Public Administration Quarterly14(1): 32-42.
10.
Easterby-Smith, M. , Thorpe, R. and Lowe, A. (1991) Management Research: An Introduction. London: Sage.
11.
Elden, M. and Chisholm, R. F. (1993) 'Emerging Varieties of Action Research', Human Relations46(2): 121-142.
12.
Engelstad, P. H. and Gustavsen, B. (1993) 'Swedish Network Development for Implementing National Work Reform Strategy', Human Relations46(2): 219-248.
13.
Gergen, K. J. (1992) 'Organisation Theory in the Postmodern Era', in M. Reed and M. Hughes (eds) Rethinking Organization. London: Sage.
14.
Giddens, A. (1993) New Rules of Sociological Method, 2nd edn. Cambridge: Polity Press.
15.
Gill, J. and Johnson, P. (1991) Research Methods for Managers. London: Paul Chapman.
16.
Glaser, D. G. and Strauss, A. L. (1967) The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine.
17.
Griffin, C. (1986) 'Qualitative Methods and Female Experience', in S. Wilkinson (ed.) Feminist Social Psychology. Milton Keynes: Open University.
18.
Guba, E. G. and Lincoln, Y. S. (1990) 'Can there be a Human Science?', Person Centred Review5(2) May: 130-154.
19.
Hall, B. (1975) 'Participatory Research: An Approach for Change', Convergence8(2).
20.
Hammersley, M. , ed. (1993) Social Research. London: Sage.
21.
Hassard, J. S. (1991) 'Ethnomethodology and Organisation: An Introduction', in C. N. Smith and P. Dainty, The Management Research Handbook. London: Routledge.
22.
Heron, J. (1981) 'Philosophical Basis for a New Paradigm', in P. Reason and J. Rowan (eds) Human Inquiry: A Sourcebook of New Paradigm Research. Chichester: Wiley.
23.
Hirschhorn, L. (1990) The Workplace Within: Psychodynamics of Organisational Life. Cambridge, MA: MIT.
24.
Kets de Vries, M. F. R. (1989a) 'The Leader as Mirror: Clinical Reflections', Human Relations42(7): 607-623.
25.
Kets de Vries, M. F. R. (1989b) Prisoners of Leadership. New York: Norton.
26.
Kets de Vries, M. F. R. (1990) 'Leaders on the Couch', Journal of Applied Behavioral Science26(4): 423-431.
27.
Kets de Vries, M. F. R. and Miller, D. (1985) The Neurotic Organization. San Francisco, CA: Jossey-Bass.
28.
Krantz, J. (1990) 'Commentary on the Barrett and Cooperrider Article', Journal of Applied Behavioral Science26(2): 241-243.
29.
Lincoln, Y. S. and Guba, E. G. (1985) Naturalistic Inquiry. London: Sage.
30.
Lukes, S. (1974) Power: A Radical View. London: Macmillan.
31.
Marshall, C. and Rossman, G. B. (1989) Designing Qualitative Research. London: Sage.
32.
Martin, L. (1994) 'Power, Continuity and Change: Women Managers' Experience in Local Government', in M. Tanton (ed.) Women in Management: A Developing Presence. London: Routledge.
33.
Mies, M. (1993) 'Towards a Methodology for Feminist Research', in M. Hammersley (ed.) Social Research. London: Sage.
34.
Morgan, G. (1983) Beyond Method: Strategies for Social Research. London: Sage.
35.
Oldham, M. and Kleiner, B. H. (1990) 'Understanding the Nature and Use of Defense Mechanisms in Organisational Life', Journal of Managerial Psychology5(5): i-iv.
36.
Patton, M. Q. (1990) Qualitative Evaluation and Research Methods, 2nd edn. Newbury Park, CA: Sage.
37.
Reason, P. and Rowan, J. (1981) Human Inquiry: A Sourcebook of New Paradigm Research. Chichester: Wiley.
38.
Reason, P. and Marshall, J. (1987) 'Research as Personal Process', in D. Boud and V. GriffinAppreciating Adult Learning. London: Kogan Page.
39.
Reason, P. (1988) Human Inquiry in Action. London: Sage.
40.
Smith, K. K. , Simmons, V. M. and Thames, T. B. (1989) "'Fix the Women": An Intervention into an Organisational Conflict based on Parallel Process Thinking', Journal of Applied Behavioral Science25(1): 11-29.
41.
Spero, M. (1994) Comments on: Working at the Boundary-the Transference Back and Forth by L. Hirschhorn, paper presented at the International Consulting Conference, South Bank University, London, January.
42.
Stanley, L. and Wise, S. (1983) Breaking Out: Feminist Consciousness and Feminist Research. London: Routledge.
43.
Steier, F. (1991) Research and Reflexivity. London: Sage.
44.
Susman, G. I. and Evered, R. D. (1978) 'As Assessment of the Scientific Merits of Action Research', Administrative Science Quarterly23: 582-603.
45.
Torbert, W. R. (1981) 'Why Educational Research Has Been So Uneducational: The Case for a New Model of Social Science based on Collaborative Inquiry', in P. Reason and J. Rowan (eds) Human Inquiry. Chichester: Wiley.
46.
Torbert, W. R. (1991) The Power of Balance. London: Sage.
47.
Turner, B. A. (1981) 'Some Practical Aspects of Qualitative Data Analysis', Quality and Quantity15: 225-247.
48.
Vince, R. (1993) 'Every Picture Tells a Story: Inquiry into Learning and Change Using Drawings', paper presented at the European Foundation for Management Development: Research Conference, Building Alliances for Learning, Paris, December.
49.
Vince, R. (1994) 'The Dynamics of Learning About Management: The Impact of a Psychodynamic Approach within a Local Government Management Development Programme', paper presented at the International Consulting Conference, South Bank University, London, January.
50.
Whyte, W. F. (1991) Participatory Action Research. Newbury Park, CA: Sage.
