David Coghlan – författare

This unique book brings together the domains of operations management, organizational learning and action learning. From an operations management perspective, the work extends the established concept of strategic improvement in operations to the network within which firms collaborate to improve and to compete. From an action learning perspective, it draws on the emerging literature on network learning, re-frames the established concept of action learning as a learning mechanism and extends action learning into the network setting. Here, it values the inter-organizational insights that emerge through collaboration. Finally, the study articulates a philosophy and a framework for action learning research, extending the reach of action learning beyond practice to knowledge generation.

Directed to researchers engaged in active intervention in improvement initiatives in organizations, this insightful book will prove to be a must-have resource. Also, it will appeal strongly to practitioners, including managers and action learning facilitators.

Contents: 1. Overture; Part I: The Domains; Introduction to Part I; 2. Collaborative Strategic Improvement; 3. Learning in and Between Organizations; 4. Action Learning in and Between Organizations; 5. Intermission - The State of Our Understanding; Part II: Learning in Action; Introduction to Part II; 6. Collaborative Strategic Improvement Action Learning Programme Design; 7. Effecting Collaborative Operational Strategic Improvement in a Non-Contractual Setting; 8. Effecting Collaborative Operational Strategic Improvement in the Contractual Setting of an Extended Manufacturing Enterprise; Part III: Consolidation; Introduction to Part III; 9. Realizing Strategic Improvement; 10. Guidelines for Realizing Sustainable Strategic Improvement; 11. Action Learning Research in Inter-organizational Settings; 12. Finale; Appendices; Appendix I: National Action Learning Programme (NALP): Background and Overview; Appendix II: CO-IMPROVE: Background and Overview; Appendix III: Introductory Workshop on Action Learning

Rather than offering either a purely practical or theoretical context, this text is written by a team of managers and academics, combining theory and practice to create a holistic, and above all realistic, exploration of learning at work, including real life examples of management challenges. Whether rescuing an ailing organization or managing inter-organization relations, managing change or managing human resources, many of today''s crucial management challenges are addressed. Covering a range of sectors, the organizations studied include those in:

Contributors are drawn from three well-established academic programmes: the Irish Management Institute/ University of Dublin Masters in Management Practice; the US Benedictine University PhD in Organizational Development and the Henley Management College DBA, and the volume is edited by the academic directors of these programmes. By offering these managers'' own reflections on their experiences in the context of relevant management theory, this text provides an important and innovative contribution for those studying organizations as well as for those managers who are currently learning and developing at work.

Rather than offering either a purely practical or theoretical context, this text is written by a team of managers and academics, combining theory and practice to create a holistic, and above all realistic, exploration of learning at work, including real life examples of management challenges. Whether rescuing an ailing organization or managing inter-organization relations, managing change or managing human resources, many of today''s crucial management challenges are addressed. Covering a range of sectors, the organizations studied include those in:

Contributors are drawn from three well-established academic programmes: the Irish Management Institute/ University of Dublin Masters in Management Practice; the US Benedictine University PhD in Organizational Development and the Henley Management College DBA, and the volume is edited by the academic directors of these programmes. By offering these managers'' own reflections on their experiences in the context of relevant management theory, this text provides an important and innovative contribution for those studying organizations as well as for those managers who are currently learning and developing at work.

Organizations change, usually driven by strategies, yet strategic management and organizational change are generally understood as separate domains in the business world. This book integrates the behavioural dynamics of learning, change and strategy at and across individual, team, interdepartmental, group and organizational levels.

This new edition emphasizes what can be done in organizations to enable strategy to be effective and to help organizations to change and learn. Central to the book is a reflexive engagement approach through inviting the readers to apply concepts to their own organizational situations and via reflective exercises. The authors also offer cases from a wide range of organizations, from universities to steel and digital businesses.

This practical book addresses managers, consultants, students and researchers and provides specific orientation to assist each readership group to learn from its own perspective.

Organizations change, usually driven by strategies, yet strategic management and organizational change are generally understood as separate domains in the business world. This book integrates the behavioural dynamics of learning, change and strategy at and across individual, team, interdepartmental, group and organizational levels.

This new edition emphasizes what can be done in organizations to enable strategy to be effective and to help organizations to change and learn. Central to the book is a reflexive engagement approach through inviting the readers to apply concepts to their own organizational situations and via reflective exercises. The authors also offer cases from a wide range of organizations, from universities to steel and digital businesses.

This practical book addresses managers, consultants, students and researchers and provides specific orientation to assist each readership group to learn from its own perspective.

The SAGE Encyclopedia of Action Research brings together the many strands of action research and addresses the interplay between these disciplines by presenting a state-of-the-art overview and comprehensive breakdown of the key tenets and methods of action research as well as detailing the work of key theorists and contributors to action research.

In Conducting Action Research, Coghlan and Shani explain how action research differs from more detached research methods and provides expert guidance on how to engage effectively with it, helping the reader to complete both a successful research project and produce findings that are useful in an organizational context. Ideal for Business and Management students reading for a Master’s degree, each book in the series may also serve as reference books for doctoral students and faculty members interested in the method.

Part of SAGE's Mastering Business Research Methods, conceived and edited by Bill Lee, Mark N. K. Saunders and Vadake K. Narayanan and designed to support researchers by providing in-depth and practical guidance on using a chosen method of data collection or analysis.

In Conducting Action Research, Coghlan and Shani explain how action research differs from more detached research methods and provides expert guidance on how to engage effectively with it, helping the reader to complete both a successful research project and produce findings that are useful in an organizational context. Ideal for Business and Management students reading for a Master’s degree, each book in the series may also serve as reference books for doctoral students and faculty members interested in the method.

Part of SAGE's Mastering Business Research Methods, conceived and edited by Bill Lee, Mark N. K. Saunders and Vadake K. Narayanan and designed to support researchers by providing in-depth and practical guidance on using a chosen method of data collection or analysis.

In Conducting Action Research, Coghlan and Shani explain how action research differs from more detached research methods and provides expert guidance on how to engage effectively with it, helping the reader to complete both a successful research project and produce findings that are useful in an organizational context. Ideal for Business and Management students reading for a Master’s degree, each book in the series may also serve as reference books for doctoral students and faculty members interested in the method.

Part of SAGE′s Mastering Business Research Methods, conceived and edited by Bill Lee, Mark N. K. Saunders and Vadake K. Narayanan and designed to support researchers by providing in-depth and practical guidance on using a chosen method of data collection or analysis.

Concise and unintimidating, the fifth edition of this bestselling book is the only pragmatic, quick-start guide to the main theories, issues, and approaches to insider action research.

With an encouraging and approachable tone, David is the perfect mentor for anyone conducting action research in their own organization. Calming nerves at the same time as building confidence, he helps readers devise an appropriate research design that anticipates possible challenges and fits within the limits of their environments.

A complete do-it-yourself toolkit for every step of the action research process, this edition is outfitted with:

To the point without losing clarity or thoroughness, this book is the hands-on manual for all the need-to-know facts about understanding and undertaking insider action research.

Concise and unintimidating, the fifth edition of this bestselling book is the only pragmatic, quick-start guide to the main theories, issues, and approaches to insider action research.

With an encouraging and approachable tone, David is the perfect mentor for anyone conducting action research in their own organization. Calming nerves at the same time as building confidence, he helps readers devise an appropriate research design that anticipates possible challenges and fits within the limits of their environments.

A complete do-it-yourself toolkit for every step of the action research process, this edition is outfitted with:

To the point without losing clarity or thoroughness, this book is the hands-on manual for all the need-to-know facts about understanding and undertaking insider action research.

Concise and unintimidating, the fifth edition of this bestselling book is the only pragmatic, quick-start guide to the main theories, issues, and approaches to insider action research.

With an encouraging and approachable tone, David is the perfect mentor for anyone conducting action research in their own organization. Calming nerves at the same time as building confidence, he helps readers devise an appropriate research design that anticipates possible challenges and fits within the limits of their environments.

A complete do-it-yourself toolkit for every step of the action research process, this edition is outfitted with:

To the point without losing clarity or thoroughness, this book is the hands-on manual for all the need-to-know facts about understanding and undertaking insider action research.

Taking a research-based approach, Abraham B. (Rami) Shani and David Coghlan analyze the challenges that participants face in building a partnership between researchers and practitioners throughout the phases of collaboration. Chapters explore how collaborative partners assess the organization''s current and future capabilities by expressing the present and future in creative imagery and by making relevant changes in the organization to create that future. The book examines the theoretical foundations behind collaborative inquiry in addition to the methodologies of this approach to organization development and change.

Mapping both the theory and practice of collaborative inquiry, this book will be a valuable resource for scholars and students of organization studies and research methods, particularly those with a focus on business and management. It will also be beneficial for practitioners interested in collaborative and action research modes.

Presenting traditional, modern and potential future research methods within the field of organizational change and development, the Handbook offers practical guidance on how to carry out a wide range of different research methods, from rapid response to action research. Chapters explore the methods aligned with the phenomena of organizational change, as well as the various ontologies, epistemologies, frameworks, and values that researchers of organizational change adopt. The Handbook ultimately calls for the discipline to challenge existing paradigms and rethink its approaches to advancing knowledge regarding organizational change.

This stimulating Handbook will be valuable for students and scholars of business and innovation hoping to conduct research into what transformational change on such a grand scale requires. Its expert insights will also be beneficial for scholars of interconnected disciplines such as sociology and psychology.

Volume 31 of Research in Organizational Change and Development addresses emerging issues, challenges and opportunities while advancing new insights to practice and theoretical development.

Contributions are devoted to a few timely concerns and emerging organizational challenges. The role that Organizational Development (OD) can play in helping organizations integrate Artificial Intelligence (AI) and Digital Technology – while focusing on issues of design, planned change roadmaps, and collaboration and change methodologies – are explored. Two of the chapters magnify the role that action research methodology plays in the infusion of AI literacy in a business school and in enhancing inter-organizational collaboration in the public health sector. Several chapters address the role that OD can play in the development of new capabilities such as ambidexterity, the moral purpose of the OD profession, and a scholar-practitioner system-based integrated organization development consulting model. One chapter focuses on group dynamics and advancing a sociological perspective that is embedded in a habitus change orientation.

The volume concludes with a contribution that builds on the legacy of Ed Schein, where the authors identify trajectories of broad areas for future exploration and development of the field.