Abstract
Action research literature promotes broad participation in order to gain better insights into prevailing issues and cope with both present and future challenges in organizations. For good reasons, action researchers view participation as desirable and even necessary. However, emphasizing participation also creates a blind spot: researchers tend to assume that employees are willing or even eager to take part in organizational change projects. A group of action researchers involved in a large-scale organizational development project in a Norwegian public organization initially also had this optimistic assumption. Over time, they realized that many employees were reluctant to participate and often kept silent, so they conducted follow-up research to explore the reasons for employees’ non-participation. The findings show that the employees had rational reasons not to participate, and that employee participation should not be taken for granted. The paper outlines eight different rationales for non-participation, and discusses implications for action research.
Highlights
Organizations encourage employee participation in decision-making processes in order to enhance productivity, creativity and competitiveness (Cheney 1995; Deetz 1992; Harrison and Freeman 2004; McLagan and Nel 1995)
A group of action researchers involved in a large-scale organizational development project in a Norwegian public organization initially had this optimistic assumption
The findings show that the employees had rational reasons not to participate, and that employee participation should not be taken for granted
Summary
Organizations encourage employee participation in decision-making processes in order to enhance productivity, creativity and competitiveness (Cheney 1995; Deetz 1992; Harrison and Freeman 2004; McLagan and Nel 1995). All project participants must be given an opportunity to freely and openly express themselves (Greenwood and Levin 2007; Reason 2014; Reason and Bradbury 2001). This holds for participation in AR-inspired projects, those within organizations. We consider how action researchers’ implicit assumption that employees want to participate was challenged in a large-scale organizational development project in a Norwegian public organization. At the outset of the project, managers and action researchers strived to adapt their approaches and the design according to the ideals of AR. Unions and employees in the development project, the organization hoped to strengthen their collective learning, knowledge sharing and acquisition of new competencies. The research question is: Why would employees withhold their participation in AR? Based on data analysis, this paper outlines eight different rationales for non-participation and discusses implications for AR
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
