Realizing the critical performative potential of responsible organizational research through participant action research

Langmead, K. ORCID: 0000-0002-2980-5107 and King, D. ORCID: 0000-0002-0277-8444, 2019. Realizing the critical performative potential of responsible organizational research through participant action research. In: O. Laasch, D. Jamali, E. Freeman and R. Suddaby, eds., Research handbook of responsible management. Cheltenham: Edward Elgar. (Forthcoming)

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Abstract

Management research, particularly critical management research, has long been criticised for making little impact on practice. One response to this critique has been Critical Performativity (Spicer, Alvesson, & Kärreman, 2009); an attempt to make critical scholarship actively involved in supporting progressive forms of organizing. However, whilst some critical scholars have called for such engagement few have carried this through to practice (King & Learmonth, 2015). This chapter responds to this gap by describing, and reflecting on one authors experience of critical engaged scholarship; a form of scholarship that seeks to directly engage with, and intervene to change, organizational practice in support of alternative ways of organizing. It thus builds upon Critical Performativity by introducing Participant Action Research (Kindon, Pain, & Kesby, 2007) as a means to combine a critical sensibility with a desire to bring about change (Reedy & King, 2019). Despite the challenges arising from this approach, we argue that it is important to continually examine what the critical performative potential of responsible management research could look like (King & Land, 2018). The chapter ends with some suggestions on how this performative potential might be developed amongst responsible management scholars through reflexive approaches to organizational research, teaching and practice.

Item Type:	Chapter in book
Description:	Chapter 73
Creators:	Langmead, K. and King, D.
Publisher:	Edward Elgar
Place of Publication:	Cheltenham
Date:	2019
Rights:	This is a draft chapter / article. The final version will be available in The Research handbook of responsible management edited by O. Laasch, D. Jamali, E. Freeman & R. Suddaby, forthcoming 2019, Edward Elgar Publishing Ltd. The material cannot be used for any other purpose without further permission of the publisher, and is for private use only.
Divisions:	Schools > Nottingham Business School
Record created by:	Linda Sullivan
Date Added:	23 Jul 2019 11:37
Last Modified:	05 Aug 2019 09:05
URI:	https://irep.ntu.ac.uk/id/eprint/37134

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