This handbook, compiled by Shani (California Polytechnic State U. and FENIX Centre for Innovations in Management, Sweden) et al., presents research on collaborative management that links practice and theory development, with 30 essays by scholars, businesspeople, and policymakers from around the world. They discuss how collaborative management can be designed and managed, and building processes through new types of partnerships. After chapters that cover the meaning of collaboration, management, and research, and skills needed for researchers, other sections explain approaches to the conduct of research, and specific cases and projects in a single system, complex networks, and government and society. The experiences of those who participated are related, followed by suggestions for improving approaches. Both subject and author indexes are included. The book is intended for academics, scholars, practitioner executives, and research-oriented students in the fields of business and the social sciences with an interest in action research. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)
This handbook provides the latest thinking, methodologies and cases in the rapidly growing area of collaborative management research. What makes collaborative management research different is its emphasis on creating a close partnership between scholars and practitioners in the search for knowledge concerning organizations and complex systems. In the ideal situation, scholars and their managerial partners would work together to define the research focus, develop the methods to be used for data collection, participate equally in the analysis of data, and work together in the application and dissemination of knowledge. The handbook contains insightful reflections on the state of the art as well as detailed descriptions of the collaborative efforts of an international group of leading edge academics and their practitioner counterparts. The applications of collaborative research methods included in this volume include those aimed at individual development, organizational development, regional development efforts and economic policy. The insights from the cases suggest that collaborative management research has been a highly effective means of getting at issues that other research methods and intervention techniques have failed to address. The rationale for conducting this highly engaging type of research is explored in the first section of the handbook, followed by sections that offer new methodologies, descriptive cases, views from those directly involved, and issues and enablers about the use of this approach in advancing knowledge and practice. The handbook does appeal to scholarly practitioners as well as practical scholars.
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ix | |
| Dedications and Acknowledgments |
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xix | |
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xxi | |
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PART I: FRAMING THE ISSUES |
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1 | (118) |
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The Promise of Collaborative Management Research |
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7 | (26) |
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From Actionable Knowledge to Universal Theory in Management Research |
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33 | (16) |
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Following the Second Legacy of Aristotle: The Scholar-Practitioner as an Epistemic Technician |
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49 | (24) |
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Ramkrishnan (Ram) V. Tenkasi |
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Insider/Outsider Team Research: The Development of the Approach and Its Meanings |
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73 | (20) |
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Collaboration and the Production of Management Knowledge in Research, Consulting, and Management Practice |
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93 | (26) |
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PART II: COLLABORATIVE RESEARCH MECHANISMS AND PROCESSES |
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119 | (106) |
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Toward Interdependent Organizing and Researching |
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123 | (20) |
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Collaborating for Management Research: From Action Research to Intervention Research in Management |
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143 | (20) |
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Learning Mechanisms as Means and Ends in Collaborative Management Research |
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163 | (20) |
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The Research Circle Approach: A Democratic Form for Collaborative Research in Organizations |
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183 | (18) |
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Academic-Practitioner Learning Forums: A New Model for Interorganizational Research |
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201 | (24) |
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PART III: EXEMPLARS: CASES AND PROJECTS |
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225 | (214) |
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Collaborative Research In A Single System |
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225 | (6) |
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Coaching for Sustainable Change |
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231 | (12) |
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Dynamic Strategic Alignment: An Integrated Method |
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243 | (18) |
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From Collaborative Design to Collaborative Research: A Sociotechnical Journey |
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261 | (16) |
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Collaborative Research In Complex Networks |
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275 | (2) |
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Collaborative Participatory Research in Gender Mainstreaming in Social Change Organizations |
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277 | (16) |
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Collaboration in the Innovative Region |
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293 | (22) |
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Collaborative Research and the Trade Unions: The Challenge of Entering Social Partnership |
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315 | (26) |
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Connecting Research to Value Creation by Bridging Cultural Differences Between Industry and Academia |
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341 | (34) |
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Collaborative Research In Government and Society |
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373 | (2) |
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Monetary Policy and Academics: A Study of Swedish Inflation Targeting |
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375 | (28) |
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Bridging the Academic-Practitioner Divide: A Case Study Analysis of Business School Collaboration With Industry |
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403 | (18) |
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Improving the Management of Ignorance and Uncertainty: A Case Illustrating Integration in Collaboration |
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421 | (18) |
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PART IV: THE MULTIPLE VOICES IN COLLABORATIVE RESEARCH |
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439 | (100) |
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Collaborative Research in and by an Interorganizational Network |
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443 | (18) |
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Building Partnership: Critical Reflections on the Action Research Center (ARC) |
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461 | (26) |
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Collaborative Research in Pharmacy Operations: The Kaiser Permanente Experience |
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487 | (22) |
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The Collaborative Learning Cycle: Advancing Theory and Building Practical Design Frameworks Through Collaboration |
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509 | (22) |
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The Multiple Voices of Collaboration: A Critical Reflection |
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531 | (8) |
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PART V: ENABLERS, CHALLENGES, AND SKILLS |
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539 | (96) |
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Collaborative R&D in Management: The Practical Experience of Fenix and TruePoint in Bridging the Divide Between Scientific and Managerial Goals |
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545 | (22) |
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Toward a More Rigorous, Reflective, and Relevant Science of Collaborative Management Research |
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567 | (16) |
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Quality and ``Actionability'': What Action Researchers Offer From the Tradition of Pragmatism |
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583 | (18) |
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Collaborative Management Research Through Communities of Inquiry: Challenges and Skills |
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601 | (14) |
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Toward Building a Collaborative Research Community |
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615 | (20) |
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| Names Index |
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635 | (10) |
| Subject Index |
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645 | (20) |
| About the Authors |
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665 | |
A.B. (Rami) Shani, Ph.D., Professor of Organizational Behaviour and Change at California Polytechnic University, USA, a Senior Research Fellow at the FENIX Centre and an Adjunct Professor at the Stockholm School of Economics, Sweden. His most recent work has focused on the theoretical and application of collaborative research in organizations, creating sustainable work systems, creating the learning organization and, action research methodologies in the pursuit of actionable knowledge creation. He is the co-author or book co-editor of Collaborative Research in Organizations: Foundations for Learning (SAGE,2004) , Change and Theoretical Development; Learning by Design (Blackwell, 2003); Creating Sustainable work Systems: Emerging Perspectives and Practice (Routledge, 2003); Behavior in Organizations: An Experiential Approach, 8e (McGraw-Hill-Irwin, 2004); and Parallel Learning Structures: Creating Innovations in Bureaucracies (AW, 1990). Susan Albers Mohrman, Ph.D., is a Professor and Senior Research Scientist at the Centre for Effective Organizations at the University of Southern California. She researches organization design and effectiveness issues, knowledge and technology management, and useful research methodologies. She is the co-author and/or editor of Doing Research that is Useful for Theory and Practice(Lexington Books, 2000); Large Scale Organizational Change(Jossey-Bass, 1995) ; Self Designing Organizations (AW, 1999); Designing Team-Based Organizations (Jossey-Bass, 1995); Strategies for High Performance Organizations (Jossey-Bass, 1995); Organizing for High Performance (Jossey-Bass, 2002); and Creating a Strategic Human Resources Organization (Stanford University Press, 2003). Professor Pasmore is a full-time visiting professor of practice at Columbia University Teachers College where he teachers in the Department of Organization & Leaderships doctoral, masters, and executive masters degree programs. He is the author/editor of 25 books, including Research in Organizational Change and Development and Creating Strategic Change. He is currently the editor of the Journal of Applied Behavioral Science (JABS). Prior to Columbia, Professor Pasmore taught at Case Western Reserve University and held senior positions with Delta Consulting and the Center for Creative Leadership. He received his undergraduate and doctoral degrees from Purdue University. Bengt Stymne, Ph.D., is a Professor of Organization Theory at the Stockholm School of Economics, Sweden and, Director of Research at the FENIX Center for Research on Knowledge and Business Creation in Sweden. He was a cofounder and managing director of SIAR (Swedish Institute for Administrative Research) and has been managing director of EFI (Economic Research Institute) at the Stockholm School of Economics and of IMIT (Institute for Management Innovation and Technology). He is one of the founders of SSES (Stockholm School of Entrepreneurship). He has published books and articles on organization design and strategy, organizational values, industrial democracy, and information technology and management. Niclas Adler, Ph.D., Associate Professor, Stockholm School of Economics, Sweden and, Director of the Fenix Program. He is a former Executive Director of the Stockholm School of Entrepreneurship and board member in seven technology-based and venture capital companies. His most recent work has focused on business creation and renewal in established structures, alternative approaches in organizing complex product development and, action research methodologies in the pursuit of actionable knowledge creation. He is the author of numerous journal articles.
