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      Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

      , ,
      International Journal of Managing Projects in Business
      Emerald

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          Abstract

          Purpose

          The purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.

          Design/methodology/approach

          Meta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.

          Findings

          Key findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.

          Research limitations/implications

          This study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.

          Practical implications

          For researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.

          Originality/value

          This case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

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          Most cited references60

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          • Abstract: not found
          • Article: not found

          Exploration and Exploitation in Organizational Learning

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            Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology

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              Digital Innovation Management: Reinventing Innovation Management Research in a Digital World

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                Author and article information

                Contributors
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                Journal
                International Journal of Managing Projects in Business
                IJMPB
                Emerald
                1753-8378
                June 23 2021
                March 01 2023
                June 23 2021
                March 01 2023
                : 16
                : 1
                : 92-118
                Article
                10.1108/IJMPB-02-2020-0044
                7427ee42-a36b-4ed5-89b6-21c9a3cfacd4
                © 2023

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