ALARj Action Learning and Action Research Journal
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Future Directions for ALARj
No full textUPdate from ALARA Management Committee on future directions for the Action Learning and Action Research Journa
Using Action Research in Practice: Project and Knowledge Management Studies
No full textThe aim of this paper is to describe a direct and personal account of the issues and challenges that occurred in three action research projects that were part of a doctoral research programme. The action research cases were carried out in various government organisations and were researching the application of a Systemic Lessons Learned Knowledge (Syllk) conceptual model. The focus of the paper is on the general methodological issues and problems of action research. The author hopes that readers will benefit from the direct and transparent account of the practical problems encountered in the studies
ALARA Membership and Article Submission Information
No full textInformation about membership of ALARA and submission of articles for the ALAR
Implementing the Action-Research approach in the context of social entrepreneurship learning in Tunisia
No full textLooking at the complexity of the post-revolutionary environment in Tunisia, this article proposes a model for renewal of teaching practices in social entrepreneurship in the framework of a partnership initiative between German International Cooperation Agency (GIZ ) and High Institute of Management-university of Tunis ( ISGT) as a case study for the method of action research. The study embraces a conceptual framework inspired by effectuation theory. Our aim here is to provide an adequate model to the process of co-production of knowledge for SE learning triggered by the proposal of a training of trainers for teaching within the ISGT and a collaboration agreement with the GIZ.This partnership initiative allows at the renewal of teaching in SE by rethinking the method of training to use an interactive education. Drawing from empirical and conceptual findings, the study shows (i) how the process of learning in social entrepreneurship is a reflexive process informed by the changes during the operation itself, and (ii) how actors interact to produce a transformative effect in the learning process. To this respect, our study grasps the micro-macro dynamics in a post-revolutionary context through which people shape what they consider suitable and actionable in their context. Therefore, adopting the effectuation theory to research action would foster an interactive process which is adaptable to a contingent environment
ALARA membership and journal submission
No full textInformation about ALARA and submission process for ALAR
Magic numbers – Action Research in introducing HR metrics
No full textThis insider action research project explores the effects of Human Resource (HR) measurement on the practitioners. Research unfolds in an organization where refocusing and professionalizing of HR practice is in progress. The study discusses how HR metrics was introduced in an organization, what drove the choice of initial metrics, what was the impact of its persuasive characteristics on the practitioners and its signaling effect in an organization. It discusses how HR metrics helped the HR department to effectively move from attending to short-term, ad-hoc operational needs of managers to implementation of long-term value-add operational and developmental activities that have organization-wide implications. Metrics is seen as a work-in-progress to drive appropriate behavior within the HR team. The study thereafter identifies personal theories in practice. The study argues that maturity in people orientation and sophisticated measurement mechanics are not a prerequisite to start measuring; the initial aim of metrics may be to improve departmental performance rather than enhancing credibility with line managers by demonstrating financial/organizational impact of HR value-add. Such an approach leads to overall salutary effect as influence of HR in many of its own metrics is rather weak and inconsequential. The contribution of this study is value-influence matrix that identifies HR metrics in terms of value to business and influence of HR.
A cybernetic approach to understanding the management of social enterprise in Korea
No full textUnderstanding the social entrepreneurship and active responsibility of social enterprise in society, a cybernetic approach to management is used to explore problematic situations of the organisation and to explore the set of ‘what’s for improving and appreciating the management of the social enterprise from systemic perspectives. In order to do so, the processes of participatory action research is made to extend to a higher level of learning processes that explores new sorts of “questions and problems” in a given situation. In this sense, we explore the nature of the process of action-based learning by examining one’s own actions and learning about the complexity of social practice from systemic perspectives. The finding reveals a cybernetic approach can be used to examine the problem of social enterprise from the three level of organisational fitness, namely normative, strategic and operational managemen