Participatory organizational research

Examining voice in the co-production of knowledge

Diane Burns*, Paula Hyde, Anne Killett, Fiona Poland, Richard Gray

*Corresponding author for this work

Research output: Contribution to journalArticle

30 Citations (Scopus)

Abstract

This paper advances participatory methods in management research. We propose the term participatory organizational research to describe this adjunct to action research. We illustrate the potential of the method to allow sometimes unheard organizational members to generate alternative perspectives that can offer the potential for the co-production of new forms of knowledge that are locally relevant. Participatory methods originate from work with marginalized groups and have been used more commonly in community and organizational development. The aim of such research is, generally, to change the social and organizational conditions within which participants operate by using their perspectives as active participants to develop alternative possibilities. As such, this research method has significant potential for management researchers in providing the means for unheard organizational members to voice their perspectives: a central component, we argue, in knowledge co-production. Based on a participatory study of care quality in elder care institutions, we examine in detail how participatory organizational research can enable voice and explore some of the structural limitations particularly in respect of research ethics.

Original languageEnglish
Pages (from-to)133-144
Number of pages12
JournalBritish Journal of Management
Volume25
Issue number1
DOIs
Publication statusPublished - Jan 2014
Externally publishedYes

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