Management and interactive social science: Critical participative research

Tony J Watson

Science and Public Policy, 2000, vol. 27, issue 3, 203-210

Abstract: There is a broad humanistic logic for the social scientific study of managerial practice. It is necessary to look closely at managers. One way in which this can be done is using the critical participative mode of management research. Two case studies are presented — a foundry and a telecommunications company — in which this principle was used. As a full-time participant observer within management, the researcher is no longer an ‘outsider’ but part of the ‘team’: it is thus assumed that he/she is there to help the general success of the organisation. Paradoxically, this makes possible a greater degree of critical engagement with practice than is usually possible for a researcher. The same principles can be applied in ways not entailing full-time participation. Copyright , Beech Tree Publishing.

Date: 2000
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.3152/147154300781782020 (application/pdf)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:oup:scippl:v:27:y:2000:i:3:p:203-210

Access Statistics for this article

Science and Public Policy is currently edited by Nicoletta Corrocher, Jeong-Dong Lee, Mireille Matt and Nicholas Vonortas

More articles in Science and Public Policy from Oxford University Press
Bibliographic data for series maintained by Oxford University Press ().