Myths in organisational action research: reflections on a study of computer-supported process redesign groups

Kock Jr., Nereu F.

doi:10.1590/S1984-92301997000300003

ARTIGOS/ARTICLES

Myths in organisational action research: reflections on a study of computer-supported process redesign groups

Nereu F. Kock Jr.

Professor Assistant in the Department of Computer and Information Sciences, Temple University

Texto completo disponivel apenas em PDF.

Full text avaliable only in PDF.

BIBLIOGRAFIA

Argyris, C., R. Putnam and D.M. Smith (1985), Action Science, Jossey Bass, San Francisco.
Barley, S.R. (1989), Images of Imaging: Notes on Doing Longitudinal Field Work, Organization Science, VI, No.3, pp. 220-247-
Bell, C. and H. Newby (1977), Doing Sociological Research, Allen and Unwin, London.
Bunning, C. (1995), Placing Action Learning and Action Research in Context, Ocasional Paper, International Management Centre, Brisbane, Australia.
Coch, L. and J.R. French (1948), Overcoming Resistance to Change, Human Relations, V.l, pp. 512-532.
Davis, J.A. (1985), The Logic of Causal Order, Sage, London.
Deming, W.E. (1986), Out of The Crisis, MIT, Center for Advanced Engineering Study, Cambridge, MA.
Dick, R. (1990), Rigour Without Numbers, Interchange, Chapel Hill, Australia.
Doolin, B. (1995), Alternative Views of Case Research in Information Systems, Proceedings of the 6th Australasian Conference on Information Systems, G. Pervan and M. Newby (Eds), pp. 767-777.
Elden, M. and R.F. Chisholm (1993), Emerging Varieties of Action Research, Human Relations, V. 46, No. 2, pp. 121-141.
French, A. (1994), Beyond Exporting, New Zealand Strategic Management Magazine, Summer, pp. 4-11.
Harvey, L.J. and M.D. Myers (1995), Scholarship and Practice: The Contribution of Ethnographic Research Methods to Bridging the Gap, Information Technology & People, V8, No.3, pp. 13-27.
Heller, F. (1993), Another Look at Action Research, Human Relations, V.46. No. 10, pp. 1235-1242.
Henstrand, J.L. (1993), Theory as Research Guide: A Qualitative Look at Qualitative Inquiry, Theory and Concepts in Qualitative Research: Perspectives from the Field, D.J. Flinders and G.E. Mills (Eds), Teachers College Press, Columbia University, New York, pp. 83-102.
Hirschheim, R. A. (1985), Information Systems Epistemology: An Historical Perspective, Research Methods in Information Systems, E. Mumford et al (Eds), North Holland, New York, pp. 13-35.
Hughes, J.A. (1976), Sociological Analysis: Methods of Discovery, Nelson, London.
James, L.R. and J.M. Brett (1984), Mediators, Moderators, and Tests for Mediation, Journal of Applied Psychology, V69, No.2, pp. 307-321.
Jick, T.D. (1979), Mixing Qualitative and Quantitative Methods: Triangulation in Action, Administrative Science Quarterly, V.24, December, pp. 602-611.
Jones, S. (1993), The Analysis of Depth Interviews, Applied Qualitative Research, R. Walker (Ed), Gower, Aldershot, England, pp. 56-70.
Jonsonn, S. (1991), Action Research, Information Systems Research: Contemporary Approaches and Emergent Traditions, H. Nissen, H.K. Klein and R. Hirschheim (Eds), North-Holland, New York, pp.371-396.
Juran, J. (1989), Juran on Leadership for Quality, The Free Press, New York.
Kock Jr., N.F. and C.A. Tomelin (1993), PMQP: Total Quality Management in Practice, Business Development Centre-SENAC/PR, Curitiba, Brazil.
Kock Jr., N.F. (1995), MetaProi: A Group Process for Business Process Improvement, Project Report GP-G-1995-R5, Dept, of Management Systems, University of Waikato, Hamilton, New Zealand (URL: www.cis.temple.edu/~kock).
Kock Jr., N.F., R.J. McQueen and C.T Fernandes (1995), Information Systems Research in Organisations: An Action Research Approach, Brazilian Journal of Contemporary Management, VI, No.4, pp. 155-175.
Kock Jr., N.F., R.J. McQueen and J.L. Scott (1995), A Methodology to IS Study in Organisations through Multiple Action Research Cycles, Research Report No. 1995-5, Dept, of Management Systems, University of Waikato, Hamilton, New Zealand.
Kock Jr., N.F. and R.J. McQueen (1996), Product Flow, Breadth and Complexity of Business Processes: An Empirical Study of Fifteen Business Processes in Three Organisations, Business Process Reengineering & Management, Y2, No.2, pp. 8-22.
Kock Jr., N.F. and R.J. McQueen (1996a), Groupware and Business Process Improvement: Technology Enabled Organisational Learning, Australian Journal of Information Systems, V 3, No. 2, pp. 36-46.
Kolakowski, L. (1993), An Overall View of Positivism, Social Research: Philosophy, Politics and Practice, M. Hammersley (Ed), Sage, London, pp. 1-8.
Lacity, M.C. and M.A. Janson (1994), Understanding Qualitative Data: A Framework of Text Analysis Methods, Journal of Management Information Systems, Vll, No.2, pp. 137-155.
Ledford, G.E. and S.A. Mohrman (1993), Self-Design for High Involvement: A Large Scale Organizational Change, Human Relations, V 46, No. 2, pp. 143-173.
Ledford, G. E. and S.A. Mohrman (1993 a), Looking Backward and Forward at Action Research, Human Relations, V 46, No. 11, pp. 1349-1359.
Linstone, H.A. and M. Turoff (Eds) (1975), The Delphi Method, Addison Wesley, London.
Mansfield, E. (1980), Statistics for Business and Economics, Norton & Company, New York.
Marshall, J. and A. McLean (1988), Reflection in Action: Exploring Organizational Culture, Human Inquiry in Action, Reason, R (Ed), Sage, Newbury Park, California, pp. 199-220.
McKernan, ]. (1991), Action Research, Proceedings of The First World Congress on Action Research, V2, C. Collins & P Chippendale (Eds), Acorn, Sunnybank Hills, Australia, pp.65-86.
McTaggart, R. (1991), Principles for Participatory Action Research, Adult Education Quarterly, V.41, No.3, pp.168-187.
Miles, M.B. and A.M. Huberman (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage, London.
Mintzberg, H. (1975), The Manager's Job: Folklore and Fact, Harvard Business Review, July-August, pp. 49-61.
Orlikowski, W.J. and J.J. Baroudi (1991), Studying Information Technology in Organizations: Research Approaches and Assumptions, Information Systems Research, V.2, No.l, pp. 1-28.
Peters, M. and V. Robinson (1984), The Origins and Status of Action Research, The Journal of Applied Behavioral Science, V.20, No.2, pp.113-124.
Rapoport, R. N. (1970), Three Dilemmas in Action Research, Human Relations, V23, No.6, pp. 499-513.
Reason, P (1988), The Cooperative Inquiry Group, Human Inquiry in Action, E Reason (Ed), Sage, Newbury Park, California, pp. 18-39.
Kolakowski, L. (1993), An Overall View of Positivism, Social Research: Philosophy, Politics and Practice, M. Hammersley (Ed), Sage, London, pp. 1-8.
Lacity, M.C. and M.A. Janson (1994), Understanding Qualitative Data: A Framework of Text Analysis Methods, Journal of Management Information Systems, Vll, No.2, pp. 137-155.
Ledford, G.E. and S.A. Mohrman (1993), Self-Design for High Involvement: A Large Scale Organizational Change, Human Relations, V 46, No. 2, pp. 143-173.
Ledford, G. E. and S.A. Mohrman (1993a), Looking Backward and Forward at Action Research, Human Relations, V 46, No. 11, pp. 1349-1359.
Linstone, H.A. and M. Turoff (Eds) (1975), The Delphi Method, Addison Wesley, London.
Mansfield, E. (1980), Statistics for Business and Economics, Norton & Company, New York.
Marshall, J. and A. McLean (1988), Reflection in Action: Exploring Organizational Culture, Human Inquiry in Action, Reason, R (Ed), Sage, Newbury Park, California, pp. 199-220.
McKernan, J. (1991), Action Research, Proceedings of The First World Congress on Action Research, V.2, C. Collins & P Chippendale (Eds), Acorn, Sunnybank Hills, Australia, pp.65-86.
McTaggart, R. (1991), Principles for Participatory Action Research, Adult Education Quarterly, V41, No.3, pp. 168-187.
Miles, M.B. and A.M. Huberman (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage, London.
Mintzberg, H. (1975), The Manager's Job: Folklore and Fact, Harvard Business Review, July-August, pp. 49-61.
Orlikowski, W.J. and J.J. Baroudi (1991), Studying Information Technology in Organizations: Research Approaches and Assumptions, Information Systems Research, V.2, No.l, pp. 1-28.
Peters, M. and V. Robinson (1984), The Origins and Status of Action Research, The Journal of Applied Behavioral Science, V.20, No.2, pp.113-124.
Rapoport, R. N. (1970), Three Dilemmas in Action Research, Human Relations, V23, No.6, pp. 499-513.
Reason, P (1988), The Cooperative Inquiry Group, Human Inquiry in Action, P Reason (Ed), Sage, Newbury Park, California, pp. 18-39.
Reason, E (1993), Sitting Between Appreciation and Disappointment: A Critique of the Special Edition of Human Relations on Action Research, Human Relations, V.46, No. 10, pp. 1253-1270.
Susman G.I. and R.D. Evered (1978), An Assessment of the Scientific Merits of Action Research, Administrative Science Quarterly, V.23, December, pp. 582-603.
Teichman, J. and K.C. Evans (1995), Philosophy: A Beginner's Guide, Blackwell, Oxford, England.
Telarc (1993), Directory of Telarc Registered Suppliers, Telarc New Zealand, Auckland, New Zealand.
Tichy, N.M. and S.D. Friedman (1994), Institutional Dynamics of Action Research, Producing Useful Knowledge for Organizations, R.H. Kilmann, K.W. Thomas, D.P Slevin, R. Nath, and S.L. Jerrell (Eds), Jossey Bass, San Francisco, CA, pp. 395-415.
Walton, M. (1989), The Deming Management Method, Mercury, London.
Walton, M. (1991), Deming Management at Work, Mercury, London.
Weick, K.E. (1984), Theoretical Assumptions and Research Methodology Selection, The Information Systems Research Challenge, F.W. McFarlan (Ed), Harvard Business School Press, Boston, MA, pp. III- 132.
Yin, R.K. (1989), Research Design Issues in Using the Case Study Method to Study Management Information Systems, The Information Systems Research Challenge: Qualitative Research Methods, J.I. Cash and ER. Lawrence (Eds), Harvard Business School, Boston, pp. 1-6.
Yin, R. K. (1994), Case Study Research, Sage, Newbury Park, CA.

Publication Dates

Publication in this collection
01 June 2015
Date of issue
Aug 1997

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

[1] Argyris, C., R. Putnam and D.M. Smith (1985), Action Science, Jossey Bass, San Francisco.

[2] Barley, S.R. (1989), Images of Imaging: Notes on Doing Longitudinal Field Work, Organization Science, VI, No.3, pp. 220-247-

[3] Bell, C. and H. Newby (1977), Doing Sociological Research, Allen and Unwin, London.

[4] Bunning, C. (1995), Placing Action Learning and Action Research in Context, Ocasional Paper, International Management Centre, Brisbane, Australia.

[5] Coch, L. and J.R. French (1948), Overcoming Resistance to Change, Human Relations, V.l, pp. 512-532.

[6] Davis, J.A. (1985), The Logic of Causal Order, Sage, London.

[7] Deming, W.E. (1986), Out of The Crisis, MIT, Center for Advanced Engineering Study, Cambridge, MA.

[8] Dick, R. (1990), Rigour Without Numbers, Interchange, Chapel Hill, Australia.

[9] Doolin, B. (1995), Alternative Views of Case Research in Information Systems, Proceedings of the 6th Australasian Conference on Information Systems, G. Pervan and M. Newby (Eds), pp. 767-777.

[10] Elden, M. and R.F. Chisholm (1993), Emerging Varieties of Action Research, Human Relations, V. 46, No. 2, pp. 121-141.

[11] French, A. (1994), Beyond Exporting, New Zealand Strategic Management Magazine, Summer, pp. 4-11.

[12] Harvey, L.J. and M.D. Myers (1995), Scholarship and Practice: The Contribution of Ethnographic Research Methods to Bridging the Gap, Information Technology & People, V8, No.3, pp. 13-27.

[13] Heller, F. (1993), Another Look at Action Research, Human Relations, V.46. No. 10, pp. 1235-1242.

[14] Henstrand, J.L. (1993), Theory as Research Guide: A Qualitative Look at Qualitative Inquiry, Theory and Concepts in Qualitative Research: Perspectives from the Field, D.J. Flinders and G.E. Mills (Eds), Teachers College Press, Columbia University, New York, pp. 83-102.

[15] Hirschheim, R. A. (1985), Information Systems Epistemology: An Historical Perspective, Research Methods in Information Systems, E. Mumford et al (Eds), North Holland, New York, pp. 13-35.

[16] Hughes, J.A. (1976), Sociological Analysis: Methods of Discovery, Nelson, London.

[17] James, L.R. and J.M. Brett (1984), Mediators, Moderators, and Tests for Mediation, Journal of Applied Psychology, V69, No.2, pp. 307-321.

[18] Jick, T.D. (1979), Mixing Qualitative and Quantitative Methods: Triangulation in Action, Administrative Science Quarterly, V.24, December, pp. 602-611.

[19] Jones, S. (1993), The Analysis of Depth Interviews, Applied Qualitative Research, R. Walker (Ed), Gower, Aldershot, England, pp. 56-70.

[20] Jonsonn, S. (1991), Action Research, Information Systems Research: Contemporary Approaches and Emergent Traditions, H. Nissen, H.K. Klein and R. Hirschheim (Eds), North-Holland, New York, pp.371-396.

[21] Juran, J. (1989), Juran on Leadership for Quality, The Free Press, New York.

[22] Kock Jr., N.F. and C.A. Tomelin (1993), PMQP: Total Quality Management in Practice, Business Development Centre-SENAC/PR, Curitiba, Brazil.

[23] Kock Jr., N.F. (1995), MetaProi: A Group Process for Business Process Improvement, Project Report GP-G-1995-R5, Dept, of Management Systems, University of Waikato, Hamilton, New Zealand (URL: www.cis.temple.edu/~kock).

[24] Kock Jr., N.F., R.J. McQueen and C.T Fernandes (1995), Information Systems Research in Organisations: An Action Research Approach, Brazilian Journal of Contemporary Management, VI, No.4, pp. 155-175.

[25] Kock Jr., N.F., R.J. McQueen and J.L. Scott (1995), A Methodology to IS Study in Organisations through Multiple Action Research Cycles, Research Report No. 1995-5, Dept, of Management Systems, University of Waikato, Hamilton, New Zealand.

[26] Kock Jr., N.F. and R.J. McQueen (1996), Product Flow, Breadth and Complexity of Business Processes: An Empirical Study of Fifteen Business Processes in Three Organisations, Business Process Reengineering & Management, Y2, No.2, pp. 8-22.

[27] Kock Jr., N.F. and R.J. McQueen (1996a), Groupware and Business Process Improvement: Technology Enabled Organisational Learning, Australian Journal of Information Systems, V 3, No. 2, pp. 36-46.

[28] Kolakowski, L. (1993), An Overall View of Positivism, Social Research: Philosophy, Politics and Practice, M. Hammersley (Ed), Sage, London, pp. 1-8.

[29] Lacity, M.C. and M.A. Janson (1994), Understanding Qualitative Data: A Framework of Text Analysis Methods, Journal of Management Information Systems, Vll, No.2, pp. 137-155.

[30] Ledford, G.E. and S.A. Mohrman (1993), Self-Design for High Involvement: A Large Scale Organizational Change, Human Relations, V 46, No. 2, pp. 143-173.

[31] Ledford, G. E. and S.A. Mohrman (1993 a), Looking Backward and Forward at Action Research, Human Relations, V 46, No. 11, pp. 1349-1359.

[32] Linstone, H.A. and M. Turoff (Eds) (1975), The Delphi Method, Addison Wesley, London.

[33] Mansfield, E. (1980), Statistics for Business and Economics, Norton & Company, New York.

[34] Marshall, J. and A. McLean (1988), Reflection in Action: Exploring Organizational Culture, Human Inquiry in Action, Reason, R (Ed), Sage, Newbury Park, California, pp. 199-220.

[35] McKernan, ]. (1991), Action Research, Proceedings of The First World Congress on Action Research, V2, C. Collins & P Chippendale (Eds), Acorn, Sunnybank Hills, Australia, pp.65-86.

[36] McTaggart, R. (1991), Principles for Participatory Action Research, Adult Education Quarterly, V.41, No.3, pp.168-187.

[37] Miles, M.B. and A.M. Huberman (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage, London.

[38] Mintzberg, H. (1975), The Manager's Job: Folklore and Fact, Harvard Business Review, July-August, pp. 49-61.

[39] Orlikowski, W.J. and J.J. Baroudi (1991), Studying Information Technology in Organizations: Research Approaches and Assumptions, Information Systems Research, V.2, No.l, pp. 1-28.

[40] Peters, M. and V. Robinson (1984), The Origins and Status of Action Research, The Journal of Applied Behavioral Science, V.20, No.2, pp.113-124.

[41] Rapoport, R. N. (1970), Three Dilemmas in Action Research, Human Relations, V23, No.6, pp. 499-513.

[42] Reason, P (1988), The Cooperative Inquiry Group, Human Inquiry in Action, E Reason (Ed), Sage, Newbury Park, California, pp. 18-39.

[43] Kolakowski, L. (1993), An Overall View of Positivism, Social Research: Philosophy, Politics and Practice, M. Hammersley (Ed), Sage, London, pp. 1-8.

[44] Lacity, M.C. and M.A. Janson (1994), Understanding Qualitative Data: A Framework of Text Analysis Methods, Journal of Management Information Systems, Vll, No.2, pp. 137-155.

[45] Ledford, G.E. and S.A. Mohrman (1993), Self-Design for High Involvement: A Large Scale Organizational Change, Human Relations, V 46, No. 2, pp. 143-173.

[46] Ledford, G. E. and S.A. Mohrman (1993a), Looking Backward and Forward at Action Research, Human Relations, V 46, No. 11, pp. 1349-1359.

[47] Linstone, H.A. and M. Turoff (Eds) (1975), The Delphi Method, Addison Wesley, London.

[48] Mansfield, E. (1980), Statistics for Business and Economics, Norton & Company, New York.

[49] Marshall, J. and A. McLean (1988), Reflection in Action: Exploring Organizational Culture, Human Inquiry in Action, Reason, R (Ed), Sage, Newbury Park, California, pp. 199-220.

[50] McKernan, J. (1991), Action Research, Proceedings of The First World Congress on Action Research, V.2, C. Collins & P Chippendale (Eds), Acorn, Sunnybank Hills, Australia, pp.65-86.

[51] McTaggart, R. (1991), Principles for Participatory Action Research, Adult Education Quarterly, V41, No.3, pp. 168-187.

[52] Miles, M.B. and A.M. Huberman (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage, London.

[53] Mintzberg, H. (1975), The Manager's Job: Folklore and Fact, Harvard Business Review, July-August, pp. 49-61.

[54] Orlikowski, W.J. and J.J. Baroudi (1991), Studying Information Technology in Organizations: Research Approaches and Assumptions, Information Systems Research, V.2, No.l, pp. 1-28.

[55] Peters, M. and V. Robinson (1984), The Origins and Status of Action Research, The Journal of Applied Behavioral Science, V.20, No.2, pp.113-124.

[56] Rapoport, R. N. (1970), Three Dilemmas in Action Research, Human Relations, V23, No.6, pp. 499-513.

[57] Reason, P (1988), The Cooperative Inquiry Group, Human Inquiry in Action, P Reason (Ed), Sage, Newbury Park, California, pp. 18-39.

[58] Reason, E (1993), Sitting Between Appreciation and Disappointment: A Critique of the Special Edition of Human Relations on Action Research, Human Relations, V.46, No. 10, pp. 1253-1270.

[59] Susman G.I. and R.D. Evered (1978), An Assessment of the Scientific Merits of Action Research, Administrative Science Quarterly, V.23, December, pp. 582-603.

[60] Teichman, J. and K.C. Evans (1995), Philosophy: A Beginner's Guide, Blackwell, Oxford, England.

[61] Telarc (1993), Directory of Telarc Registered Suppliers, Telarc New Zealand, Auckland, New Zealand.

[62] Tichy, N.M. and S.D. Friedman (1994), Institutional Dynamics of Action Research, Producing Useful Knowledge for Organizations, R.H. Kilmann, K.W. Thomas, D.P Slevin, R. Nath, and S.L. Jerrell (Eds), Jossey Bass, San Francisco, CA, pp. 395-415.

[63] Walton, M. (1989), The Deming Management Method, Mercury, London.

[64] Walton, M. (1991), Deming Management at Work, Mercury, London.

[65] Weick, K.E. (1984), Theoretical Assumptions and Research Methodology Selection, The Information Systems Research Challenge, F.W. McFarlan (Ed), Harvard Business School Press, Boston, MA, pp. III- 132.

[66] Yin, R.K. (1989), Research Design Issues in Using the Case Study Method to Study Management Information Systems, The Information Systems Research Challenge: Qualitative Research Methods, J.I. Cash and ER. Lawrence (Eds), Harvard Business School, Boston, pp. 1-6.

[67] Yin, R. K. (1994), Case Study Research, Sage, Newbury Park, CA.

Brasil

Brasil

Myths in organisational action research: reflections on a study of computer-supported process redesign groups

Publication Dates