In at the deep end

conducting processual research on organisational change

Patrick Mark Dawson

Research output: Contribution to journalArticle

83 Citations (Scopus)

Abstract

This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual “doing” of processual research. First, the notion of tacit knowledge and “getting your hands dirty” by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as well as providing something of the flavour of carrying out this type of research.
Original languageEnglish
Pages (from-to)389-405
JournalScandinavian Journal of Management
Volume13
Issue number4
DOIs
Publication statusPublished - Dec 1997

Fingerprint

Organizational Innovation
Research
Longitudinal Studies
Hand
Organizational change
Tacit knowledge
Longitudinal case study
Case study research
Research program

Keywords

  • processual
  • longitudinal
  • organizational change
  • case study
  • tacit knowledge
  • data collection
  • research design
  • qualitative
  • observation
  • interviewing
  • narrative accounts

Cite this

In at the deep end : conducting processual research on organisational change. / Dawson, Patrick Mark.

In: Scandinavian Journal of Management, Vol. 13, No. 4, 12.1997, p. 389-405.

Research output: Contribution to journalArticle

@article{d19406ed62f34e3ba28dc97cab9ffea2,
title = "In at the deep end: conducting processual research on organisational change",
abstract = "This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual “doing” of processual research. First, the notion of tacit knowledge and “getting your hands dirty” by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as well as providing something of the flavour of carrying out this type of research.",
keywords = "processual, longitudinal, organizational change, case study, tacit knowledge, data collection, research design, qualitative, observation, interviewing, narrative accounts",
author = "Dawson, {Patrick Mark}",
year = "1997",
month = "12",
doi = "10.1016/S0956-5221(97)00025-0",
language = "English",
volume = "13",
pages = "389--405",
journal = "Scandinavian Journal of Management",
issn = "0956-5221",
publisher = "Elsevier Limited",
number = "4",

}

TY - JOUR

T1 - In at the deep end

T2 - conducting processual research on organisational change

AU - Dawson, Patrick Mark

PY - 1997/12

Y1 - 1997/12

N2 - This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual “doing” of processual research. First, the notion of tacit knowledge and “getting your hands dirty” by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as well as providing something of the flavour of carrying out this type of research.

AB - This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual “doing” of processual research. First, the notion of tacit knowledge and “getting your hands dirty” by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as well as providing something of the flavour of carrying out this type of research.

KW - processual

KW - longitudinal

KW - organizational change

KW - case study

KW - tacit knowledge

KW - data collection

KW - research design

KW - qualitative

KW - observation

KW - interviewing

KW - narrative accounts

U2 - 10.1016/S0956-5221(97)00025-0

DO - 10.1016/S0956-5221(97)00025-0

M3 - Article

VL - 13

SP - 389

EP - 405

JO - Scandinavian Journal of Management

JF - Scandinavian Journal of Management

SN - 0956-5221

IS - 4

ER -