Abstract

ABSTRACT This ethnographic case study examines how knowledge was produced in collaboration between a welfare organization and its target group. The study investigated the Swedish Public Employment Service (PES), which is responsible for the integration of newly arrived migrants through the ‘introduction programme’. To explore how migrants perceived its services, the PES initiated a six-month project in which three employee-researchers and four participant-researchers (migrants participating in the introduction programme) conducted an interview study together. I followed the project as an independent researcher, making observations and conducting interviews with the members of the research group on several occasions. The study shows the participant-researchers were enabled to obtain quite extensive control over the project. The study also suggests that organizational leadership on practical and methodological matters does not necessarily conflict with the user perspective of the study. The project produced knowledge that revealed the migrants’ perceptions in a relatively unedited way. The knowledge produced was ‘radical’ as it differed considerably from the typical knowledge produced by the organization, which made it unfamiliar and difficult to handle. Not until the final report of the project included an organizational perspective was it made official, and even so the PES made no efforts to publicly present or disseminate the report.

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