Further Reading

Roth, J., Shani, A.B. (Rami) and Leary, M. (2007) ‘Insider action research: Facing the challenges of new capability development within a biopharma company’, Action Research, 5(1): 41–60.: This article describes an insider action research project aimed at developing new organizational capabilities in a bio-pharma company. Three longitudinal action research projects are described and examined with the challenges faced by the insider action researcher.

Nyman, V., Berg, M., Downe, S. and Bondas, T. (2016) ‘Insider action research as an approach and a method: Exploring institutional encounters from within a birthing context’, Action Research, 14 (2): 217–233.: This article describes the first person perspective of being a peer midwife and a novice researcher initiating collaborative AR in her own organization to develop knowledge about the first encounters between the labouring woman and her care-givers in a hospital birthing context.

Atienza, C.M.R. (2017) ‘Building organizational identity: an insider action research from a founder’s viewpoint’, Systemic Practice & Action Research, 30: 569–592.: Cristine Margaret R. Atienza describes how as founder and head of her organization she led an insider action research that was focused on promoting the specific identity of her organization (please note, this content requires a subscription to Springer).

Holian, R. and Coghlan, D. (2013) ‘Ethical issues and role duality in insider action research: Challenges for action research degree programmes’, Systemic Practice & Action Research, 26: 399–415.: Ethical issues in organizationally located insider action research can differ from other forms of action research because of role duality. Such issues can be associated with choices about alternative options, expected impacts and outcomes on the researcher, participants, organization and stakeholders, and these are important considerations for academic supervisors, institutional review boards and human research ethics committees (please note, this content requires a subscription to Springer).

Kumar, M. R. (2013) ‘Insider action research: Premises and promises’, Journal of Organizational Change, 26 (1): 169–189: From an insider action research project undertaken in Indian Railways, This article paper contributes to the insider action research method by bringing out new issues faced by insider action researchers while conducting insider action research in large organizations (please note, this content requires a subscription to Emerald Publishing).

Bjorkman, H. and Sundgren, M. (2005) ‘Political entrepreneurship in action research: Learning from two cases’, Journal of Organizational Change Management, 18 (5): 399–415.: The two authors utilize auto-ethnographic methods in order to evaluate and draw inferences from their own actions as insider action researchers. They describe political entrepreneurship as consisting of capabilities to find red-hot issues for one’s research, to use the inside of the organization in the research efforts, to use and diffuse the research results, and, finally, to work on the positioning of one’s relational platform (please note, this content requires a subscription to Emerald Publishing).