Scholarly Dialogues and Participatory Action Research

This paper addresses two issues that are pertinent to the papers in the special issue on Participatory Action Research. The first is the conceptual contributions of the papers. The more explicit these contributions the more dialogue they enable with researchers beyond the action research tradition. The second is the extent to which intervention participants have a say in the scholarly presentations of the interventions. The greater the scholarly dialogue between action researchers and participants the more complete the description of the interventions.

[1]  H. Hermans,et al.  The person as co‐investigator in personality research , 1991 .

[2]  Jose Luis Santos,et al.  Participatory Action Research , 1989 .

[3]  W. Whyte,et al.  Participatory Action Research , 1989 .

[4]  Robert T. Golembiewski,et al.  Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs , 1976 .

[5]  M. Hugentobler,et al.  Conducting Action Research: Relationships between Organization Members and Researchers , 1992 .

[6]  Donald A. Schön,et al.  Participatory Action Research and Action Science Compared , 1989 .

[7]  Bjørn Gustavsen,et al.  Workplace Reform and Democratic Dialogue , 1985 .

[8]  M. El-den,et al.  Emerging Varieties of Action Research: Introduction to the Special Issue , 1993 .

[9]  Bjørn Gustavsen,et al.  Swedish Network Development for Implementing National Work Reform Strategy , 1993 .

[10]  Morten Levin,et al.  Creating Networks for Rural Economic Development in Norway , 1993 .

[11]  Max Elden,et al.  Features of Emerging Action Research , 1993 .

[12]  W. Whyte,et al.  Participatory Action Research as a Process and as a Goal , 1993 .

[13]  R. Rapoport Three Dilemmas in Action Research , 1970 .

[14]  L. David Brown,et al.  Social Change Through Collective Reflection with Asian Nongovernmental Development Organizations , 1993 .

[15]  W. Whyte Social Inventions for Solving Human Problems , 1982 .

[16]  J. Bartunek,et al.  Social Cognition in Organizational Change: An Insider-Outsider Approach , 1992 .

[17]  Jean M. Bartunek,et al.  Insider/Outsider Research Teams , 1992 .

[18]  J. Bartunek How Organization Development Can Develop Organizational Theory , 1983 .

[19]  Susan Albers Mohrman,et al.  Self-Design for High Involvement: A Large-Scale Organizational Change , 1993 .