Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/217845 
Authors: 
Year of Publication: 
1984
Citation: 
[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 15 [Issue:] 1 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 1984 [Pages:] 1-7
Publisher: 
African Online Scientific Information Systems (AOSIS), Cape Town
Abstract: 
This paper attempts to separate Action Research from more traditional or orthodox research methods in management, especially experiments and surveys. It is argued that in many respects Action Research is a reaction against the failure of conventional methods to provide generalizations about the behaviour of individuals in organizations that are both valid and useful for managers. A number of reasons for this failure are advanced. Action Research is seen as a legitimate alternative to conventional research methods and one that is worth pursuing. Examples of two common techniques employed in Action Research are briefly described, namely, sensitivity training and survey feedback.
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.