图书简介

VOLUME ONE: FOUNDATIONS OF ACTION RESEARCH IN BUSINESS AND MANAGEMENT \\ IntroductionDavid Coghlan and Abraham B. (Rami) Shani \\ Part One: Foundations and Early Development of Action Research \\ The Solution of a Chronic Problem in IndustryKurt Lewin \\ Changing a Stereotype in IndustryA.J. Marrow and J.R.P. French \\ Kurt Lewin, Action Research and Planned ChangeRonald Lippitt \\ An Action Research Program for Organization ImprovementH. Shepard and R.A. Katzell \\ Action Research in the Workplace: The Socio-Technical PerspectiveW.A. Pasmore \\ Part Two: Philosophies in Action Research \\ An Assessment of the Scientific Merits of Action ResearchG.L. Susman, G.I. and R.D. Evered \\ Action Research: Explaining the DiversityCatherine Cassell and Phil Johnson \\ Action Research: Exploring Perspectives on a Philosophy of Practical KnowingDavid Coghlan \\ Ideology and Political Economy in Inquiry: Action Research and Participative ResearchL. David Brown and Rajesh Tandon \\ Action Research: Its Nature and ValidityPeter Checkland and Sue Holwell \\ Part Three:Methodological Issues \\ Organization Inquiry: Towards a New Model of the Action Research ProcessA.B. Shani and W.A. Pasmore \\ Clinical Inquiry/ResearchEdgar H. Schein \\ Double-Loop Learning, Teaching, and ResearchChris Argyris \\ Toward a More Rigorous, Reflective, and Relevant Science of Collaborative Management ResearchWilliam A. Pasmore, Richard W. Woodman and Aneika L. Simmons \\ Part Four: Practice Applications \\ Action Research for Management ResearchColin Eden and Chris Huxham \\ Visionary Action Research: A Consultation Process PerspectiveRami Shani and Gervase Bushe \\ VOLUME TWO: BUSINESS DISCIPLINES \\ Introduction: The Facets of Action Modalities in Business DisciplinesAbraham B. (Rami) Shani and David Coghlan \\ Part One:Accounting \\ A Critical Review of Interventionist ResearchVicki Baard \\ Part Two: E-Commerce \\ Action Research in Turbulent Environments: An Example in E-Commerce PrioritisationElizabeth Daniel and Hugh Wilson \\ Part Three: Finance \\ Global Finance as an Action Research Domain: Testing the BoundariesSteve Waddell \\ Part Four: Customer Service \\ Action Research Reviewed: A Market-Oriented ApproachDavid Ballantyne \\ Part Five: Manufacturing \\ An Action Research Program for Increasing Employee Involvement in Problem SolvingW.A. Pasmore, and F. Friedlander \\ Defining the Path to Value InnovationPaul Coughlan and Mary Ann Fergus \\ Part Six: IS/IT \\ Innovation Information Systems Education I: Accelerated Systems Analysis and Design with Appreciative Inquiry – An Action Learning ApproachMichel Avital \\ Power-based Arbitrary Decisional Actions in the Resolution of MIS Project Issues: A Project Manager’s Action Research PerspectiveK. Gregory Jin \\ Part Seven: Lean Management \\ Exploring the Development of Competence in Lean Management through Action Learning Groups: A Study of the Introduction of Lean to a Facilities Management FunctionPaul Wyton and Robin Payne \\ Part Eight: Operation Management (POM) and Supply Chain Management \\ Action Research in Supply Chain Management – A Framework for Relevant and Rigorous ResearchDag Näslund, Rahul Kale and Anthony Paulraj \\ Part Nine: Management \\ Strategic Management in ActionJ.E. Olsen and T. Haslett \\ Part Ten: Management and Consulting \\ Collaboration and the Production of Management Knowledge in Research, Consulting, and Management PracticeAndreas Werr and Larry Greiner \\ Part Eleven: Marketing and e-Marketing \\ Towards Rigour in Action Research: A Case Study in Marketing PlanningHugh Wilson \\ Part Twelve: R&D and Innovation \\ The Next Generation of National R&D Programmes in Norway: Consequences for Action Research and Regional DevelopmentJarle Moss Hildrun, Henrik Dons Finsrud and Pål Klethagen \\ Part Thirteen: Human Resource \\ Design Principles for Competence Management Systems: A Synthesis of an Action Research StudyRikard Lindgren, Ola Henfridsson and Ulrike Schultze \\ VOLUME THREE: ACTION RESEARCH IN DIVERSE INDUSTRIES \\ Introduction: The Facets of AR Modalities in Diverse IndustriesAbraham B. (Rami) Shani and David Coghlan \\ Part One: Agriculture (Food) \\ The Role of Action Research (AR) in Environmental Research: Learning from a Local Organic Food and Farming Research ProjectHillevi Helmfrid, Andrew Haden and Magnus Ljung \\ Part Two: Agriculture (Land Management) \\ Action Research on Land Management in the Western Amazon, Peru – A Research Process, Its Outcomes and the Researcher’s RoleKristina Marquardt Arévalo and Magnus Ljung \\ Part Three: Automotive \\ Going Green from the Inside: Insider Action Research at the Volvo Car CorporationMats Williander and Alexander Styhre \\ Part Four: Biopharma \\ Insider Action Research: Facing the Challenges of New Capability Development within a Biopharma CompanyJonas Roth, Rami Shani and Myleen Leary \\ Part Five: Business and Information (Tech Service) \\ Cooperative Inquiry Revisited: Reflections of the Past and Guidelines for the Future of Intergenerational Co-DesignMona Leigh Guha, Allison Druin and Jerry Alan Fails \\ Part Six: Construction (Architecture) \\ Participatory Action Research as a Tool in Solving Desert Vernacular Architecture Problems in the Western Desert of EgyptMarwah Dabaieh \\ Part Seven: Defense \\ Clinical Inquiry and Reflective Design in a Secrecy-based OrganizationMichael W. Stebbins and Rami Shani \\ Part Eight: Electronics \\ In Search of an Alternative Framework for the Creation of Actionable Knowledge: Table-Tennis Research at EricssonNiclas Adler and Rami Shani \\ Part Nine: Energy (Nuclear Fuel Manufacturing) \\ Managing Information and Supplies Inventory Operations in a Manufacturing Environment, Part 1: An Action Research StudyTim Baker and Vaidyanathan Jayaraman \\ Part Ten: Energy (Petrochemical) \\ Human Reliability in Petrochemical Industry: An Action ResearchJoão Alexandre Silva and João Alberto Camarotto \\ Part Eleven: Fashion Design \\ Intervention Research as Management Research in Practice: Learning from a Case in the Fashion Design IndustryGiovanni Radaelli, Marco Guerci, Stefano Cirella and Rami Shani \\ Part Twelve: Food Industry \\ Enhancing Organisational Innovation Capability through Systemic Action Research: A Case of a Swiss SME in the Food IndustryPierre-Yves Kocher, Stephanie Kaudela-Baum and Patricia Wolf \\ Part Thirteen: Health Care \\ Using Appreciative Inquiry to Promote Evidence-based Practice in Nursing: The Glass Is More Than Half FullCaroline Marchionni and Marie-Claire Richer \\ Part Fourteen: Manufacturing and Global Manufacturing \\ Action Research in a Virtual Setting: Cautions from a Failed ProjectDarren B. Meister and Christopher M. Gronski \\ Part Fifteen: Media \\ Diffusion of Innovations in News Organizations: Action Research of Middle Managers in Danish Mass MediaAnker Brink Lund \\ Part Sixteen: Merchant Shipping \\ Research, Action and Participation: The Merchant Shipping CaseRichard E. Walton and Maichael E. Gaffney \\ Part Seventeen: Mining \\ How Control Groups Can Cause Loss of Control in Action Research: The Case of Rushton Coal MineMelvin Blumberg and Charles D. Pringle \\ Part Eighteen: Pharmaceutical \\ Using Action Research to Develop a Research Aware Community Pharmacy TeamKarebor Tuhaise Ngwerume and Markus Themessl-Huber \\ VOLUME FOUR: CONTEMPORARY AND EMERGING ISSUES \\ IntroductionDavid Coghlan & Abraham B. (Rami) Shani \\ Part One: Developments \\ Transforming Inquiry an Action: Interweaving 27 Flavors of Action ResearchDawn Chandler and Bill Torbert \\ Seeking Common Ground in the Diversity and Diffusion of Action Research and Collaborative Management Research Action Modalities: Towards a General Empirical MethodDavid Coghlan \\ Collaborating for Management Research: From Action Research to Intervention Research in ManagementArmand Hatchuel and Albert David \\ Action Research and the Problem of the Single CaseBjorn Gustavsen \\ Innovation Action Research: Creating New Management Theory and PracticeRobert S. Kaplan \\ Developing an Effective Organization: Intervention Method, Empirical Evidence and TheoryMichael Beer \\ Part Two: Insider Action Research \\ Political Entrepreneurship in Action Research: Learning from Two CasesHans Björkman and Mats Sundgren \\ Insider Action Research: The Dynamics of Developing New CapabilitiesDavid Coghlan and Rami Shani \\ Part Three: Longitudinal \\ Changing Leadership Dynamics at Agility Critical Interfaces: Action Research as a 25 Year Longitudinal StudyGertjan Schuiling \\ Part Four: Quality \\ Academic Integrity in Action ResearchMorten Levin \\ Choice and Quality in Action Research PracticePeter Reason \\ Creating Action Research Quality in Organization Development: Rigorous, Reflective and RelevantDavid Coghlan and Rami Shani \\ Part Five: Ethics \\ And They Shall Be Known by Their Deeds: Ethics and Politics in Action ResearchAnne Inga Hilsen \\ Covenantal Ethics and Action Research: Exploring a Common Foundation for Social ResearchMary Brydon-Miller \\ Part Six: Sustainability \\ Developing and Sustaining Change Capability via Learning Mechanisms: A Longitudinal Perspective on TransformationTobias Fredberg, Flemming Norrgren and Rami Shani \\ Toward a Sustainable Healthcare System: Transformation through ParticipationSvante Lifvergren, Peter Docherty and Rami Shani

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