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Action research: A model for organizational learning

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  • Louise K. Comfort

Abstract

Traditionally, social research has relied on systematic methods to control variation in the collection of data in order to validate relationships observed among the social phenomena under study. Ironically, many critical problems in the actual operation of public organizations are not amenable to such rigorous controls. An alternative mode of analysis, action research, may prove more useful since it takes into account the dynamic nature of organizations, emphasizing the production of valid information, the element of Fee and informed choice by organization members, and the goal of engendering commitment to action by those involved. Simulated operations designed to enhance the performance of public agencies in unforeseen emergencies provide a setting in which to evaluate the effectiveness of action research as a tool for organizational problem-solving.

Suggested Citation

  • Louise K. Comfort, 1985. "Action research: A model for organizational learning," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 5(1), pages 100-118.
    • Handle: RePEc:wly:jpamgt:v:5:y:1985:i:1:p:100-118
    DOI: 10.1002/pam.4050050106
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    Cited by:

    1. Carmine Bianchi & Robinson Salazar Rua, 2022. "A feedback view of behavioural distortions from perceived public service gaps at ‘street‐level’ policy implementation: The case of unintended outcomes in public schools," Systems Research and Behavioral Science, Wiley Blackwell, vol. 39(1), pages 63-84, January.

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