INCORPORATING SYSTEMS THINKING IN ORGANIZATIONAL CHANGE PROJECTS USING ACTION RESEARCH BY PRACTITIONERS CONDUCTING ACADEMIC RESEARCH

Authors

  • Shankar Sankaran Dr.

Abstract

This paper explores the use of systems thinking in action research projects. It will describe two ‘real’ action research projects, where soft systems methodology was used by managers who introduced change in their own organizations. It elaborates how applying this methodology supported the application of action research. Both managers who used action research have successfully completed their doctorates in programs conducted by an Australian university. The paper discusses the relationship between soft systems methodology and action research, examines the problems faced in using this methodology in action research and discusses how systems thinking could be effectively applied by management researchers planning to conduct academic research.

Author Biography

Shankar Sankaran, Dr.

Associate Professor in the School of the Built Environment teaching Systems Thinking and Management Modelling in Project Management Programs. Course Director for Project Management Programs. Supervise doctoral students using systems thinking in their research. Hold Masters Degree in Systems Engineering and PhD in Business and Management. Member of System Dynamics Society. Presented/published refereed papers in journal related to systems thinking and action research. Worked as a control systems engineer and project manager for large scale distributed systems in oil, gas, petrochemical and power industries.

Published

2008-07-04

How to Cite

Sankaran, S. (2008). INCORPORATING SYSTEMS THINKING IN ORGANIZATIONAL CHANGE PROJECTS USING ACTION RESEARCH BY PRACTITIONERS CONDUCTING ACADEMIC RESEARCH. Proceedings of the 52nd Annual Meeting of the ISSS - 2008, Madison, Wisconsin, 3(1). Retrieved from https://journals.isss.org/index.php/proceedings52nd/article/view/1003

Issue

Section

Systems Applications in Business and Industry