دانلود رایگان مقاله لاتین اقدام بحرانی مدیریت خرید و عرضه از سایت الزویر
عنوان فارسی مقاله:
زمانی برای یافتن واقعیت: موردی برای تحقیق اقدامات بحرانی در مدیریت خرید و عرضه
عنوان انگلیسی مقاله:
Time to get real: The case for critical action research in purchasing and supply management
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
3. The case for action research
As PSM failures continue, we need to explore new research approaches if our impact on management practice is to be relevant and enduring. The development of contemporary theory is one of AR's core, explicit demands (Eden and Huxham, 1996). AR aims to challenge the status quo and originates from the need to solve practical, and complex social problems (Lewin, 1947). Recent AR research in the PSM field has explored problems related to sustainable practices in supply networks (Golob et al., 2014; Touboulic and Walker, 2015), decision making for New Product Development (Dain et al., 2010), strategic supplier performance evaluation (Dey et al., 2015) and the establishment of direct and cheaper procurement processes (Pereira et al., 2011). Although it is common for AR studies to be empirically situated in individual organisational contexts, AR seeks to move beyond the specific to the general to provide traction for change. As business environments increase in uncertainty and volatility, organisations require transparency through their supply chains to enable them to be adaptive to wider geo-political, environmental and social factors, where integration will be driven by behaviours (Stevens and Johnson, 2016). The complexity of these new challenges requires participatory approaches so we can adapt or develop PSM theories that reflect diverse stakeholder perspectives over time, challenge existing power structures, and increase the potential for change (Linton et al., 2007). The utility of abstracted theory development stems from the rich, powerful data in AR's practical, iterative empirical setting focused on systemic inter-relationships rather than singular perspectives of issues. AR is research ‘in’ action, rather than research ‘about’ action (Coughlan and Coghlan, 2002) and it encompasses a spectrum of approaches and influences (Cassell and Johnson, 2006). There is no definitive classification of AR as a methodology, and its diversity is embraced (Reason and Bradbury, 2008) as an umbrella research philosophy that views knowledge creation as a collaborative and dialectic process to ‘make things happen’ (Cassell et al., 2009). AR represents an opportunity for PSM scholars to address the ‘double hurdles of scholarship and relevance’ (Pettigrew, 2001, Van de Ven and Johnson, 2006). Mainstream research paradigms can lead scholars to be more preoccupied by methodological rigour than by the pursuit of interesting research and theory (Bartunek et al., 2006; Davis, 1971). The notion of rigour advocated by traditional methods is often rooted in distant observation and a replication-driven logic. Rigorous research is necessary but not sufficient for it to be influential. AR provides a way to re-humanise PSM research through the promotion of problemdriven approaches whose quality is not solely determined by the originality of theoretical insights but equally by their relevance and how research relationships are managed (Koplin, 2005).
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