Rebels without Applause: Time and Politics in Critical Action Research (2007)
Badham, Richard J, Garrety, K., Zanko, M.
Purpose of this paper: This paper seeks to raise for discussion and reflection some of the key dynamics of action research projects-in-practice. It focuses in particular on how action researchers...
Rebels without Applause: Time and Politics in Critical Action Research (2007)
Badham, Richard J, Garrety, K., Zanko, M.
Purpose of this paper: This paper seeks to raise for discussion and reflection some of the key dynamics of action research projects-in-practice. It focuses in particular on how action researchers...
The play of power and politics in innovation and HRM (2006)
Zanko, Michael., Badham, Richard J., Couchman, Paul K., Schubert, Maren.
This paper analyses the human resource management (HRM) practices involved in the implementation of a process innovation approach to product development (concurrent engineering (CE)) in the...
The serious play of ironic practice changing culture in an Australian factory (2006)
The pragmatic phronetic gap within change practice is also a dramatic ironic gap within the life projects of practitioners. In contrast to studies of irony that focus on irony as trope or as an...
Wrestling with ambivalence liberty, freedom and the organisational self (2006)
Our understanding of the cognitive ambiguities and moral ambivalences surrounding the rationalization of the organizational self has tended to be overly structured by long standing value-laden...
Spiralling up or spinning out : a guide for reflecting on action research practice (2006)
Badham, Richard J, Sense, Andrew J
This paper offers a theoretical ‘action research spiral’ model to guide reflection on the dual client focus of action research. While theoretically exploring and highlighting the tensions and...
Mudancas not removalists : rethinking the management of organizational change (2006)
All successful innovation, including effective human factors interventions, needs to address the problems of organizational inertia as well as active opposition and resistance. Yet our common...
Educating bricoleurs : nurturing a situated learning environment in technology projects (2006)
Sense, Andrew J, Badham, Richard J
This paper argues that managing technological change involves creative improvisation. Managers of technological change inevitably act as bricoleurs who 'make do' in context as they act as brokers...
Spiralling up or spinning out : a guide for reflecting on action research practice (2006)
Badham, Richard J, Sense, Andrew J
This paper offers a theoretical ‘action research spiral’ model to guide reflection on the dual client focus of action research. While theoretically exploring and highlighting the tensions and...
Mudancas not removalists : rethinking the management of organizational change (2006)
All successful innovation, including effective human factors interventions, needs to address the problems of organizational inertia as well as active opposition and resistance. Yet our common...
Educating bricoleurs : nurturing a situated learning environment in technology projects (2006)
Sense, Andrew J, Badham, Richard J
This paper argues that managing technological change involves creative improvisation. Managers of technological change inevitably act as bricoleurs who 'make do' in context as they act as brokers...
The play of power and politics in innovation and HRM (2006)
Zanko, Michael., Badham, Richard J., Couchman, Paul K., Schubert, Maren.
This paper analyses the human resource management (HRM) practices involved in the implementation of a process innovation approach to product development (concurrent engineering (CE)) in the...
The serious play of ironic practice changing culture in an Australian factory (2006)
The pragmatic phronetic gap within change practice is also a dramatic ironic gap within the life projects of practitioners. In contrast to studies of irony that focus on irony as trope or as an...
Wrestling with ambivalence liberty, freedom and the organisational self (2006)
Our understanding of the cognitive ambiguities and moral ambivalences surrounding the rationalization of the organizational self has tended to be overly structured by long standing value-laden...