Doing Research That Is Useful for Theory and Practice
In this enduring classic, prominent authorities on organizational research describe how they have tried to make their own research approaches useful for theory and practice. Other experts interpret and comment on these contributions, and in the ensuing discussions and debates, the participants provide valuable insights into how these researchers think about their work, how they formulate problems and research strategies, and the reasons they use particular methods.
- Paperback | 448 pages
- 148 x 226 x 24mm | 598.74g
- 01 Dec 1999
- Lexington Books
- Lanham, MD, United States
- 2nd ed.
Table of contents
Part 1 Doing Useful Research: An Introduction to the Issues Chapter 2 Challenging Traditional Research Assumptions Chapter 3 Why Our Old Pictures of the World Do Not Work Anymore Part 4 Alternative Approaches to Doing Useful Organizational Issues in Doing Usefull Research Chapter 5 Institutional and Organizational Issues in Doing Useful Research Chapter 6 Making Knowledge More relevant to Practice: Maps for Action Chapter 7 Doing research That Makes a Difference Chapter 8 Strategies with Dual Relevance Chapter 9 Contextualist research: A Natural Way to LInk Chapter 10 Organizational Desighn for the Future: A Collaborative Research Approach Part 11 Comparing Research Approaches Chapter 12 Critical Issues in Doing research That Contributes to Theory and Practice Chapter 13 Appendix: Questions for Chapter Authors
About Thomas G. Cummings
Edward E. Lawler III is Director and Research Professor at the Center for Effective Organizations at the Marshall School of Business, University of Southern California. Allan M. Mohrman, Jr. is former Associate Director and Research Scientist at the CEO. Susan A. Mohrman is a senior research scientist at the CEO. Gerald Ledford, Jr. is senior research scientist at the CEO. Thomas G. Cummings is Chair of the Department of Management and Organization at the Marshall School of Business, University of Southern California.