Implementing organisational change using action research in two Asian cultures

Sankaran, S; Kumar, MR

Implementing organisational change using action research in two Asian cultures

Sankaran, S

Kumar, MR

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Publisher:: Project Management Institute
Publication Type:: Conference Proceeding
Citation:: PMI Research and Education Conference 2010, 2010, pp. 1 - 26
Issue Date:: 2010-01

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Field	Value	Language
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	Kumar, MR	en_US
dc.contributor.editor	Kardon, J	en_US
dc.date	2010-07-11	en_US
dc.date.issued	2010-01	en_US
dc.identifier.citation	PMI Research and Education Conference 2010, 2010, pp. 1 - 26	en_US
dc.identifier.isbn	978-1-935589-13-6	en_US
dc.identifier.uri	http://hdl.handle.net/10453/16571
dc.description.abstract	This paper is based on organizational change projects implemented by two managers, the authors of this paper, who used action research in their own organizations for their doctoral studies. Both projects used action learning and action science concepts as a subset of the overall action research intervention, although not explicitly in the second project. One project was carried out to prepare the engineering division of a Japanese multinational company in Singapore to expand its capability to carry out global projects by making large-scale changes in its structure and processes. The other project was carried out in a very large Indian bureaucracy to introduce total quality management in one part of this organization. This paper will first introduce the concepts of action research, action learning, and action science in management research. The two research projects will then be described. This will be followed by the two researchers comparing their projects and reflecting on what changes they would make to the strategies they used in their projects if they were to do this all over again. The paper will conclude with recommendations for project managers who may want to use action research to implement organizational change projects.	en_US
dc.publisher	Project Management Institute	en_US
dc.relation.ispartof	PMI Research and Education Conference 2010	en_US
dc.relation.ispartof	PMI Research and Education Conference	en_US
dc.title	Implementing organisational change using action research in two Asian cultures	en_US
dc.type	Conference Proceeding
utslib.location	Washington	en_US
utslib.location.activity	Washington DC, USA	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
dc.location.activity	Washington DC, USA	en_US
dc.location.activity	ISI:000276659400010
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Washington	en_US
pubs.start-date	2010-07-11	en_US

Abstract:

This paper is based on organizational change projects implemented by two managers, the authors of this paper, who used action research in their own organizations for their doctoral studies. Both projects used action learning and action science concepts as a subset of the overall action research intervention, although not explicitly in the second project. One project was carried out to prepare the engineering division of a Japanese multinational company in Singapore to expand its capability to carry out global projects by making large-scale changes in its structure and processes. The other project was carried out in a very large Indian bureaucracy to introduce total quality management in one part of this organization. This paper will first introduce the concepts of action research, action learning, and action science in management research. The two research projects will then be described. This will be followed by the two researchers comparing their projects and reflecting on what changes they would make to the strategies they used in their projects if they were to do this all over again. The paper will conclude with recommendations for project managers who may want to use action research to implement organizational change projects.

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http://hdl.handle.net/10453/16571