@MISC{Dawson_onorganisational, author = {Patrick M. Dawson}, title = {on organisational change}, year = {} }
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Abstract
In at the deep end: conducting processual research on organisational change This article provides a series of reflections on the practice of carrying out processual research on organisational change. At a broad level, some of the main tasks associated with conducting company case studies are described and the benefits of this approach for dealing with complex change data are outlined. At a more specific level, the article addresses three main areas tied to the actual ‘doing ’ of processual research. First, the notion of tacit knowledge and ‘getting your hands dirty ’ by engaging in ongoing in-depth fieldwork. Second, the design and implementation of a longitudinal case study research programme. Third, the advantages and concerns of combining a range of different data collecting techniques in carrying out processual studies. Overall, the main intention is to provide some useful reflections and practical insights, as