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Work-based research in a large organisation: The transformation from change agent to researcher


Kenny, JDJ, Work-based research in a large organisation: The transformation from change agent to researcher, Research in Post-Compulsory Education, 14, (4) pp. 369-385. ISSN 1359-6748 (2009) [Refereed Article]

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DOI: doi:10.1080/13596740903360943


This paper is a reflection on my journey in a work-based (WB) research project while completing my PhD at a large Australian university. The paper explores issues that arose as I studied strategic change in the university and my role evolved from that of a 'change agent' working as part of a project team to that of a researcher. A case study format is used to describe the many twists and turns in the project at the centre of the study and how they impacted the research and my development as a researcher. This reveals issues which may be relevant to researchers in similar situations including: the tension between my duty to communicate research findings, which were at times critical of the approach adopted in the organisation; and the expectation to follow the organisational strategic plan. The paper recounts the complexity and unpredictability of researching an on-going project and concludes with suggestions pertinent to individuals and organisations implementing WB research programmes.

Item Details

Item Type:Refereed Article
Keywords:methodology; action research; action learning; organisational learning; insider research; work-based learning; work-based research
Research Division:Education
Research Group:Curriculum and pedagogy
Research Field:Curriculum and pedagogy theory and development
Objective Division:Education and Training
Objective Group:Schools and learning environments
Objective Field:Policies and development
UTAS Author:Kenny, JDJ (Associate Professor John Kenny)
ID Code:59767
Year Published:2009
Deposited By:Education
Deposited On:2009-12-17
Last Modified:2012-03-30

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