A critical reflective discourse of an interventionist research project
Qualitative Research in Accounting & Management
ISSN: 1176-6093
Article publication date: 13 April 2010
Abstract
Purpose
The purpose of this paper is to provide a reflective discourse about a particular interventionist research project utilising a critical framework.
Design/methodology/approach
The paper uses Alvesson and Deetz's tasks of critical research to analyse the application of interventionist research methodology and address the issues of access, data collection and ethnographical concerns.
Findings
Access issues are expanded to consider the concerns of the researcher and the researched. Interventionist research needs to develop a methodological approach moving beyond the concept of triangulation and to develop the concept of “catalytical” processes, expanding the emic and etic functions of interventionist research. The paper identifies that skills of the researched and the researcher need to be developed and recognises that the skills required are different to those currently possessed by academic researchers.
Research limitations/implications
The paper examines only a single application of an interventionist research project conducted over a short period of time with a specific outcome in mind.
Practical implications
This paper provides a discussion of a working example of an interventionist research project and highlights to researchers and practitioners some of the advantages and disadvantages of undertaking such an approach to solving organisational problems.
Originality/value
The reflective critical discourse as outlined in this paper contributes to the practice of interventionist research by opening up further the discussion of how it can be implemented in practice and what are some of the considerations from both the perspective of practice and the skills base of the participants.
Keywords
Citation
Dumay, J.C. (2010), "A critical reflective discourse of an interventionist research project", Qualitative Research in Accounting & Management, Vol. 7 No. 1, pp. 46-70. https://doi.org/10.1108/11766091011034271
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited