dc.contributor.author | Lebesby, Kristin | |
dc.contributor.author | Benders, Jos | |
dc.date.accessioned | 2024-06-27T10:34:16Z | |
dc.date.available | 2024-06-27T10:34:16Z | |
dc.date.created | 2023-10-20T12:25:38Z | |
dc.date.issued | 2023 | |
dc.identifier.citation | Team Performance Management. 2023, 29 (5-6), 242-255. | en_US |
dc.identifier.issn | 1352-7592 | |
dc.identifier.uri | https://hdl.handle.net/11250/3136151 | |
dc.description.abstract | Purpose
This study aims to emphasize the importance of taking into account the perspectives of prospective participants and identifying potential tensions in action research.
Design/methodology/approach
This paper reflects on a (participatory) action research (AR) project in which the first author was involved as an embedded researcher. The data were gathered through semi-structured interviews, field notes and observed project activities. The authors conducted a thematic analysis.
Findings
This paper thematically categorized four types of tensions between both groups. These were tensions connected to: internal facilitators giving guidance, project goals, top-down expectations and unfamiliarity with AR working formats.
Practical implications
Quintessential to AR is giving the less privileged a voice. For this to work, gaining a good understanding of their perspectives is crucial.
Originality/value
This paper challenges the implicit assumption that prospective participants of AR projects are always willing to participate. | en_US |
dc.language.iso | eng | en_US |
dc.rights | Navngivelse 4.0 Internasjonal | * |
dc.rights.uri | http://creativecommons.org/licenses/by/4.0/deed.no | * |
dc.title | “They don’t take notes!” Tensions perceived by first-line workers in an action research project | en_US |
dc.title.alternative | “They don’t take notes!” Tensions perceived by first-line workers in an action research project | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | acceptedVersion | en_US |
dc.rights.holder | © 2023 Emerald Publishing Limited | en_US |
dc.source.pagenumber | 242-255 | en_US |
dc.source.volume | 29 | en_US |
dc.source.journal | Team Performance Management | en_US |
dc.source.issue | 5-6 | en_US |
dc.identifier.doi | 10.1108/TPM-12-2022-0088 | |
dc.identifier.cristin | 2186731 | |
cristin.ispublished | true | |
cristin.fulltext | postprint | |
cristin.qualitycode | 1 | |