182,892 research outputs found

    Proyectos de Action Research: un paso hacia adelante en la colaboración investigador-“practitioner”

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    [EN] This study pretends to highlight the usefulness of developing action research (AR) projects as a way to develop a set of integrated studies based on a dual contribution: academic and managerial ones. The concept of AR Project goes one step ahead in terms of AR methodology as an extended case study. We describe an specific AR Project associated to a doctoral theses in the field of innovation intermediation. As main results, we have learned from this experience that (1) the relationship between researchers and practitioners must be collaborative and based on trust and commitment, (2) an AR Project is broader and more complex than a case study, (3) the diffusion of research results must be differentiated for practitioners and academics, and finally, (4) the AR Project is an open and collaborative innovation practice.The authors thank the financial support offered by University of La Sabana for the doctoral studies of one of the authors.Mejia-Villa, A.; Alfaro-Tanco, JA. (2017). Action Research Projects: one step ahead in the researcher-practitioner relationships. Working Papers on Operations Management. 8(SP):191-203. doi:10.4995/wpom.v8i0.76601912038SPAlfaro Tanco, J. A., & Avella Camarero, L. (2013). InvestigaciĂłn en acciĂłn: cĂłmo impulsar la contribuciĂłn de la universidad en la competitividad de las organizaciones. Harvard Deusto Business Research, 2(2). doi:10.3926/hdbr.33Alfaro, J.A.; Mejia-Villa, A.; Recalde, M.; & RodrĂ­guez-Ferradas, M. I. (2017). Las asociaciones empresariales como motores de la innovaciĂłn estratĂ©gica en las empresas: marco teĂłrico y aplicaciĂłn al caso de Navarra. EUNSA. Pamplona, Espa-a.Arieli, D., Friedman, V. J., & Agbaria, K. (2009). The paradox of participation in action research. Action Research, 7(3), 263-290. doi:10.1177/1476750309336718Avella, L., & Alfaro, J. A. (2014). Spanish University Business Chairs used to increase the deployment of Action Research in Operations Management: A case study and analysis. Action Research, 12(2), 194-208. doi:10.1177/1476750314528010Baldwin, C., & von Hippel, E. (2011). Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6), 1399-1417. doi:10.1287/orsc.1100.0618Baskerville, R. L. (1997). Distinguishing action research from participative case studies. Journal of Systems and Information Technology, 1(1), 24-43. doi:10.1108/13287269780000733Buganza, T., & Verganti, R. (2009). Open innovation process to inbound knowledge. European Journal of Innovation Management, 12(3), 306-325. doi:10.1108/14601060910974200Chein, I., Cook, S. W., & Harding, J. (1948). The field of action research. American Psychologist, 3(2), 43-50. doi:10.1037/h0053515Coghlan, D. (2006). Insider action research doctorates: Generating actionable knowledge. Higher Education, 54(2), 293-306. doi:10.1007/s10734-005-5450-0Coghlan, D. (2010). Seeking Common Ground in the Diversity and Diffusion of Action Research and Collaborative Management Research Action Modalities: Toward a General Empirical Method. Research in Organizational Change and Development, 149-181. doi:10.1108/s0897-3016(2010)0000018009Coughlan, P., & Coghlan, D. (2002). Action research for operations management. International Journal of Operations & Production Management, 22(2), 220-240. doi:10.1108/01443570210417515Coughlan, P., & Coghlan, D. (2016). Action research. In: Christer Karlsson. Research methods for operations management (pp.233-267). New York: RoutledgeCurle, A. (1949). A Theoretical Approach to Action Research. Human Relations, 2(3), 269-280. doi:10.1177/001872674900200304Friesike, S., Widenmayer, B., Gassmann, O., & Schildhauer, T. (2014). Opening science: towards an agenda of open science in academia and industry. The Journal of Technology Transfer, 40(4), 581-601. doi:10.1007/s10961-014-9375-6Johansson, A. W., & Lindhult, E. (2008). Emancipation or workability? Action Research, 6(1), 95-115. doi:10.1177/1476750307083713Klocker, N. (2012). Doing Participatory Action Research and Doing a PhD: Words of Encouragement for Prospective Students. Journal of Geography in Higher Education, 36(1), 149-163. doi:10.1080/03098265.2011.589828Lewin, K. (1946). Action Research and Minority Problems. Journal of Social Issues, 2(4), 34-46. doi:10.1111/j.1540-4560.1946.tb02295.xMcNiff, J., & Whitehead, J. (2010). You and your action research project. London: Routledge.Maestrini, V., Luzzini, D., Shani, A. B. (Rami), & Canterino, F. (2016). The action research cycle reloaded: Conducting action research across buyer-supplier relationships. Journal of Purchasing and Supply Management, 22(4), 289-298. doi:10.1016/j.pursup.2016.06.002Meredith, J. R., Raturi, A., Amoako-Gyampah, K., & Kaplan, B. (1989). Alternative research paradigms in operations. Journal of Operations Management, 8(4), 297-326. doi:10.1016/0272-6963(89)90033-8Miles, R.E., Miles, G., & Snow, C.C. (2005). Collaborative Entrepreneurship: How Communities of Networked Firms Use Continuous Innovation to Create Economic Wealth. Stanford University Press, Stanford, CA.NĂ€slund, D., Kale, R., & Paulraj, A. (2010). ACTION RESEARCH IN SUPPLY CHAIN MANAGEMENT-A FRAMEWORK FOR RELEVANT AND RIGOROUS RESEARCH. Journal of Business Logistics, 31(2), 331-355. doi:10.1002/j.2158-1592.2010.tb00155.xNogeste, K. (2008). Dual cycle action research: a professional doctorate case study. International Journal of Managing Projects in Business, 1(4), 566-585. doi:10.1108/17538370810906264Nooteboom, B., Van Haverbeke, W., Duysters, G., Gilsing, V., & van den Oord, A. (2007). Optimal cognitive distance and absorptive capacity. Research Policy, 36(7), 1016-1034. doi:10.1016/j.respol.2007.04.003Ottosson, S. (2003). Participation action research-. Technovation, 23(2), 87-94. doi:10.1016/s0166-4972(01)00097-9Perkmann, M., & Walsh, K. (2007). University–industry relationships and open innovation: Towards a research agenda. International Journal of Management Reviews, 9(4), 259-280. doi:10.1111/j.1468-2370.2007.00225.xSexton, M., & Lu, S. (2009). The challenges of creating actionable knowledge: an action research perspective. Construction Management and Economics, 27(7), 683-694. doi:10.1080/01446190903037702Shani, A.B., & Pasmore, W. (1985). Organisation inquiry: Toward a new model of the action research process. In: Warrick, D.D (ed.) Contemporary Organisation Development: Current Thinking and Applications. Glenview, II: Scott Foresman.Susman, G. I., & Evered, R. D. (1978). An Assessment of the Scientific Merits of Action Research. Administrative Science Quarterly, 23(4), 582. doi:10.2307/2392581Towers, N., & Chen, R. (2008). Employing the participative paradigm as a valid empirical approach to gaining a greater understanding of contemporary supply chain and distribution management issues. International Journal of Retail & Distribution Management, 36(8), 627-637. doi:10.1108/09590550810883478Van Lente, H., Hekkert, M., Smits, R., & van Waveren, B. (2003). Roles of Systemic Intermediaries in Transition Processes. International Journal of Innovation Management, 07(03), 247-279. doi:10.1142/s1363919603000817Von Krogh, G. (1998). Care in Knowledge Creation. California Management Review, 40(3), 133-153. doi:10.2307/41165947Westbrook, R. (1995). Action research: a new paradigm for research in production and operations management. International Journal of Operations & Production Management, 15(12), 6-20. doi:10.1108/01443579510104466Zuber-Skerritt, O. (2001). Action Learning and Action Research: Paradigm, Praxis and Programs. In: Sankara, S., Dick, B. and Passfield, R. (eds) Effective Change Management through Action Research and Action Learning: Concepts, Perspectives, Processes and Applications. Southern Cross University Press, Lismore, Australia, pp. 1-20.Zuber‐Skerritt, O., & Fletcher, M. (2007). The quality of an action research thesis in the social sciences. Quality Assurance in Education, 15(4), 413-436. doi:10.1108/09684880710829983Zuber‐Skerritt, O., & Perry, C. (2002). Action research within organisations and university thesis writing. The Learning Organization, 9(4), 171-179. doi:10.1108/0969647021042889

    Practice-informed research: An alternative paradigm for scholastic enquiry in the built environment

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    This paper introduces the concept of practice-informed research. It offers this as an alternative approach to scholarship that has the potential to increase the relevance of research within universities, and to generate an increased level of dialogue between academics and practitioners. The article demonstrates the long academic pedigree of the proposed approach through an examination of established theoretical perspectives. It seeks to encourage debate about the legitimacy of academic research in a vocational subject area, and to encourage the adoption of a greater breadth of research approaches within the built environment subject area

    Eco‐Holonic 4.0 Circular Business Model to  Conceptualize Sustainable Value Chain Towards  Digital Transition 

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    The purpose of this paper is to conceptualize a circular business model based on an Eco-Holonic Architecture, through the integration of circular economy and holonic principles. A conceptual model is developed to manage the complexity of integrating circular economy principles, digital transformation, and tools and frameworks for sustainability into business models. The proposed architecture is multilevel and multiscale in order to achieve the instantiation of the sustainable value chain in any territory. The architecture promotes the incorporation of circular economy and holonic principles into new circular business models. This integrated perspective of business model can support the design and upgrade of the manufacturing companies in their respective industrial sectors. The conceptual model proposed is based on activity theory that considers the interactions between technical and social systems and allows the mitigation of the metabolic rift that exists between natural and social metabolism. This study contributes to the existing literature on circular economy, circular business models and activity theory by considering holonic paradigm concerns, which have not been explored yet. This research also offers a unique holonic architecture of circular business model by considering different levels, relationships, dynamism and contextualization (territory) aspects

    Paradigms in the study of creativity: introducing the perspective of cultural psychology

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    This article identifies three paradigms in creativity theory and research in psychology. The He-paradigm, focused on the solitary genius, has been followed, mainly after the 1950s, by the I-paradigm, equally individualistic in nature but attributing creativity to each and every individual. Extending this view, the We-paradigm incorporates what became known as the social psychology of creativity. The cultural psychology of creativity builds upon this last theoretical approach while being critical of some of its assumptions. This relatively new perspective, using the conceptual and methodological framework of cultural psychology, investigates the sociocultural roots and dynamics of all our creative acts and employs a tetradic framework of self – community – new artifact – existing artifacts in its conceptualization of creativity. The theoretical basis of the cultural psychology approach is analyzed as well as some of its main implications for both the understanding and study of creativity

    Investigating learning in construction organizations

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    Learning in construction has received scant attention within extant theories of generic organizational learning. One of the apparently distinct characteristics of construction organization is that its business mainly runs through projects. In contrast, the origin of the organizational learning concept mainly stems from routine-based organizations. The present study investigates how these theories are applied in the construction domain. To be more specific, it focuses on contracting organizations that engage with the UK performance enhancement initiative known as Constructing Excellence. The paper summarises the theoretical perspective on the current state of knowledge about this topic and the full methodology to be adopted. In overall terms, the methodology takes a multifaceted approach involving six major stages. The first phases of this process are now complete. It takes the form of a business audit relating to the type and size of projects currently being undertaken and how the project teams are managed. In themselves, the results contain new empirical data that has informed the direction of the rest study. Two general groups of construction companies were identified: general contractors and specialist/subcontractors. Each of these groups has a different tendency for how they manage their project teams. The former tends to reform for each new project, while the latter favours staying together. The initial premise is that each of these practices implies different learning mechanisms. Further study and analysis will depart from these initial findings

    Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

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    The functionalist paradigm of organisational culture (OC) views culture as a variable subject to conscious manipulation and control in order to solve organisational challenges. Therefore, this paper provides information on how OC is a solution to the challenges in Quantity Surveying firms (QSFs).  This was achieved by eliciting the dimensions of OC in forty two QSFs in Lagos, Nigeria, which are the business, people and external environment dimensions. The paper concludes that OC is a relevant solution to the identity and management related challenges in QSFs. Specifically, the paper informs on the implications of business and people dimensions of OC as a solution to the identity challenges, as well as on the implication of the external environment dimension of OC to the management challenges. Based on the findings, practical implications and recommendations were directed at the management and employees QSs in QSFs and Quantity Surveying researchers

    Developing digital literacy in construction management education: a design thinking led approach

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    Alongside the digital innovations in AEC (Architectural, Engineering and Construction) practice, are calls for a new type of digital literacy, including a new information-based literacy informed by creativity, critical analysis and the theoretical and practical knowledge of the construction profession. This paper explores the role of design thinking and the promotion of abductive problem situations when developing digital literacies in construction education. The impacts of advanced digital modelling technologies on construction management practices and education are investigated before an examination of design thinking, the role of abductive reasoning and the rise of normative models of design thinking workflows. The paper then explores the role that design thinking can play in the development of new digital literacies in contemporary construction studies. A three-part framework for the implementation of a design thinking approach to construction is presented. The paper closes with a discussion of the importance of models of design thinking for learning and knowledge production, emphasising how construction management education can benefit from them

    Value creation and change in social structures: the role of entrepreneurial innovation from an emergence perspective

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    Aim: Our aim is to develop a more complete understanding of how processes that entrepreneurs perform interact with wider society and the causal effects of society on entrepreneurial behaviour and vice versa. We aim to show how entrepreneurial agency is put into effect in relation to the disruption of social structure and social change. This has implications for innovation and entrepreneurship policy and practice, and for entrepreneurship theory. We also investigate the role of ‘value’ in these processes. Contribution to the literature Our central argument is that emergent forms (or ‘emergents’) may be short lived (ephemeral) but have causal power on the performance of the actors in the system of inter-relationships in the innovation ecosystem. The emphasis on inter-related social processes and ontological stratification provides theoretical development of extant entrepreneurship theory on new venture creation (by explaining process), effectuation (by linking individualism and holism) and opportunity recognition (by deconstructing opportunity into anticipation, ontology and process). Methodology The paper takes an 'emergence' perspective as a way to understand entrepreneurial processes that give rise to innovation. The anticipation of value and the inter-relationship with social and organisational structures are fundamental to this perspective. A longitudinal analysis of a case study of the development of a new business model within an entrepreneurial firm is described. The case is followed through seven phases in which the relationship between process and emergent ontological status is shown to have destabilising and stabilising effects which produce emergent properties. Results and Implications One methodological contribution is framing how to conceptualise the empirical evidence. Emergents have causal effects on the anticipations of value inherent in their particular system of innovation. This causality is manifest as the attraction of resource in the firm; the stabilisation of the emergent constitutes strategy in the enterprise. A key role of the entrepreneurs in our case study was the creation and maintenance of evolving ontological materiality, as meaningful to themselves and to those with whom they interacted. In simple terms, they made things meaningful to people who mattered

    Construction informatics in Turkey: strategic role of ICT and future research directions

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    Construction Informatics deals with subjects ranging from strategic management of ICTs to interoperability and information integration in the construction industry. Studies on defining research directions for Construction Informatics have a history over 20 years. The recent studies in the area highlight the priority themes for Construction Informatics research as interoperability, collaboration support, intelligent sites and knowledge sharing. In parallel, today it is widely accepted in the Architecture/Engineering/Construction (AEC) industry that ICT is becoming a strategic asset for any organisation to deliver business improvement and achieve sustainable competitive advantage. However, traditionally the AEC industry has approached investing in ICT with a lack of strategic focus and low level of priority to the business. This paper presents a recent study from Turkey that is focused on two themes. The first theme investigates the strategic role of ICT implementations from an industrial perspective, and explores if organisations within the AEC industry view ICT as a strategic resource for their business practice. The second theme investigates the ‘perspective of academia’ in terms of future research directions of Construction Informatics. The results of the industrial study indicates that ICT is seen as a value-adding resource, but a shift towards the recognition of the importance of ICT in terms of value adding in winning work and achieving strategic competitive advantage is observed. On the other hand, ICT Training is found to be the theme of highest priority from the academia point of view
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