Abstract:
This paper attempts to separate Action Research from more traditional or orthodox research methods in management, especially experiments and surveys. It is argued that in many respects Action Research is a reaction against the failure of conventional methods to provide generalizations about the behaviour of individuals in organizations that are both valid and useful for managers. A number of reasons for this failure are advanced. Action Research is seen as a legitimate alternative to conventional research methods and one that is worth pursuing. Examples of two common techniques employed in Action Research are briefly described, namely, sensitivity training and survey feedback.