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This is a paper of methodological orientation. An attempt has been made to delineate the basic elements of a Qur'anic view of social reality as an integral part of the worldview of the Qur'an. The theoretical frame thus derived from the Qur'an is then shown to lay the foundation for a universal theory of social science. A theory of action based on the concept of the righteous actor is contrasted with a theory of action based on the concept of the rational actor, the former representing Homo‐Islamicus, the second representing Homo‐economicus. The theory of action suggested rests on the work of Imam al Shatibi on the purposes (magasid) of Shari'ah, which is shown to emanate logically from the Qur'anic view of social reality suggested by the author.

Although communication is of vital importance in construction projects, the construction industry is confronted with great communication difficulties and an ineffective use of information and communication technology (ICT) systems. In this study, the objective is to analyse obstacles and preconditions for an effective use of ICT by focusing on characteristics of interorganizational communication in construction projects. Interorganizational communication and ICT are studied by elaborating on these phenomena from the perspective of two paradigms – the traditional functionalist and the radical humanist – and theories representative for these paradigms – the agency theory and Habermas’ critical social theory. By using the method of metatriangulation, it is shown that in addition to the functionalist perspective, the critical social theory of Habermas is an appropriate theory for analysing obstacles and preconditions for an effective interorganizational communication and use of ICT. Based on this analysis, a critical research agenda on communication and ICT in construction is formulated. It is concluded that this type of research will lead to a more articulated view on the alignment between ICT applications and communication in construction projects and will show new directions for ICT development in the future.

To develop a conception of experience and action.

Phenomenological concepts of subjectivity and meaning are combined with cybernetic concepts of constraint.

A unified theory of action and experience is developed.

The theory provides a scientific, cybernetic, unifying theory of experience and action applicable to individuals, groups and aggregates.

Being acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In this conceptual paper, this study aims to advance the theoretical understanding of lean by exploring the complementarity of lean thinking and action learning leading to a proposed integrated theory of these two research streams. Target audience is the operations management research community.

By deliberately adopting a process of theorising, this paper explores, reflects upon and combines individual experiences of researching, teaching and engaging in lean and action learning as operations management scholars.

Having taken a gemba walk through the literature and practices of lean and action learning, this study views and notices a systematic and complementary relationship between the two domains. The overlapping theoretical and practical complementarities of lean and action learning suggest that these two research streams are ripe for synthesis into an integrated theory. This finding provides an opportunity to (1) progress towards an integrative design of interventions leading to more sustainable lean system adoptions and (2) add new depth to our theoretical explanation of the success and failures of lean system adoptions.

This paper contributes an original integrated theory perspective on lean and action learning.

The purpose of this paper is to provide a detailed, theoretical underpinning for the training and performance improvement method: performance template (P‐T). The efficacy of P‐T, with limitations, has been demonstrated in this journal and in others. However, the theoretical bases of the P‐T approach had not been well‐developed. The other purposes of this paper are to: explain the features and functions of the P‐T and to highlight the action theory of Frese as the theory supports P‐T and offers trainers some information regarding the regulation of feedback and learning. This paper adds to the procedures and practices of human resource development.

The approach in this paper is to explain how a training and development partnership among trainers, managers, and employees is forged so as to create P‐T for use in the field. The main aspect of the methodology was to attempt to map the elements of action theory onto the specific steps (phases) of the P‐T approach. This mapping activity was achieved.

The key findings in this study is that action theory offers a hierarchical and reasonably complete explanation of how learning occurs and how individuals regulate what they know. As explained in this paper action theory provides a map of the cognitive elements in the training model employed.

Assuming that the P‐T approach has value, it is important to demonstrate how theory helps to ground the approach. In this paper, action theory has been used to offer a substantial foundation for the P‐T approach. In addition, action theory helps trainers to examine learning, feedback, and regulation of performance in a comprehensive manner.

Action theory offers several features that help explain the regulation of learning and behavior, yet the theory has received very little attention in formal literatures. Value: the template approach adds to our repertoire of training methods. This paper helps to better explain the approach and it offers useful theories to support practice.

The purpose of this paper is to question whether the management studies is rigorous and/or relevant is a recurrent debate in the discipline. There is reason to believe that this dichotomy is simplistic as relevance is a consequence of rigor (defined in a variety of ways in the literature), whereas the epistemic value of rigor must per se be examined in more detail.

Drawing on the study of the analytical philosophy of Donald Davidson, rigor is here conceptualized as the capacity to examine how intersubjective meaning is constituted on the basis of the semantics of the everyday language.

In Davidson’s pragmatist view, individual beliefs are established through communication, and beliefs generate preferences and “pro-attitudes” that result in social action. Using Ian Hacking’s term undoing as a critique of a proposition or idea as being no contender for truth (or some other quality) at all, the paper questions the proposition that scientific rigor can be operationalized as the use of data collection and analysis methods developed in other and more authoritative disciplines, e.g. economics. On the contrary, to make accurate descriptions of beliefs, preferences and actions on the basis of the use of everyday language is the mark of scientific rigor in management studies.

The paper addresses the question of how rigorous research in management studies is essentially a matter of explanation, and that explanation, in turn, demands a more elaborate theory of action. The paper also introduces the work of Donald Davidson as an important figure when theorizing action.

The aim of this paper was to review the knowledge and practice‐related literature, as well as to develop a theoretical framework that functions like a sorting device, in order to improve our understanding about how theories are turned into practice.

This is a theoretical paper that discusses the relationships between practice and knowledge using practice‐based lenses.

This paper discusses the relationships between diverse forms of knowledge and practice, and it elaborates the cognitive mechanisms used to know how to shift from the inside to the outside view, and vice versa.

By organising a wide range of knowledge‐ and practice‐related concepts into meaningful categories, this paper contributes to overcoming the use of the concepts of knowledge and practice as universal.

By recognising the implicit epistemological stance associated with the diverse theories and concepts, the framework may be useful in selecting the most suitable practice concepts and theories for specific situations, especially since they are not universal and are usually developed with different purposes.

The proposed framework contributes to improve our understanding about how theories are turned into practice.

The purpose of this paper is to examine how the instructions of the lean startup methodology influence entrepreneurs. It explores what happens when such instructions are enacted by entrepreneurs in the context of a “prescriptive accelerator”. The goal is to shine a light onto the mechanisms by which these instructions are acquired and then utilised by entrepreneurs and to outline in some detail the implications of adhering to the lean startup methodology.

This paper employs an in-depth phenomenological semi-structured interview design. Two rounds of interviews were conducted, one at the beginning and one at the end of the programme with the CEOs and founders of 11 entrepreneurial ventures, totalling 22 interviews. The analysis of the interviews resulted in five second-order themes that are discussed in light of the processes of experiential and vicarious learning.

The findings suggest that through two distinct modes of vicarious and experiential learning, the instructions of the lean startup methodology are acquired, internalised and consequently put into practice by entrepreneurs. The paper further highlights the modifications to entrepreneurs’ governing variables and action strategies, as well as the resulting consequences of these modifications. This provides insights into possible outcomes of following the lean startup methodology in the context of a prescriptive accelerator where a strong focus on adhering to a systematic entrepreneurial methodology is a characteristic feature.

This paper contributes to our understanding of the under-studied and novel phenomena of the lean startup methodology and prescriptive accelerators. It complements the prevailing understanding of entrepreneurial learning as being largely experiential by accounting for the vicarious learning processes that occur in pedagogical settings such as prescriptive accelerators. It therefore shows that prescriptive accelerators provide unique learning situations where the combination of vicarious and experiential learning impacts the business development activities. Further, it provides a model of entrepreneurs’ theory of action as the outcome of the interactions between the lean startup methodology and the two modes of vicarious and experiential learning.

The authors propose applying Habermas's “theory of communicative action” (TCA) to discuss the benefits of incorporating the concept of interaction in the field of corporate brand management. The purpose of this paper is to gain suggestions for interactions derived from Jürgen Habermas's social theory.

This paper refers to Habermas's TCA in terms of its implication for stakeholder interactions within corporate brand management. Based on review of the sociological literature of Habermas's TCA, this approach offers a more detailed picture of corporate brand management. Bodies of literature are selected, examined and the TCA has been connected to corporate brand management to provide a research background and a managerially useful insight of human interactions.

The social theory of the German social‐philosopher Jürgen Habermas provides certain starting points for classifying interactions. The paper introduces Habermas's proposed forms of human action. Furthermore, it relates to the cognitive, moral‐expressive and aesthetic‐expressive knowledge interest areas, Habermas's validity claims of communicative actions as well as context and world relations.

The study of Habermas's TCA considers one stream in sociological theory. Other theories may provide further insights for corporate brand management.

The paper shows managerially useful implications for managing stakeholder interactions within corporate brand management. Management can use the developed patterns of thought as a starting point for managing interactions with stakeholders.

The paper introduces Habermas's TCA within the field of corporate brand management. Moreover, it facilitates a more comprehensive understanding of implications for managing interactions within the field of corporate brand management.

The pressure on the academic community to demonstrate impact, bridge theory to practice and solve practical problems is persistent. Action research has the potential for bridging the rigour–relevance gap, but has struggled for legitimacy. The purpose of this paper is to better understand the impediments to action research legitimacy.

An analytic autoethnography of a PhD candidature, utilising legitimacy theory.

The study finds that a self-perpetuating cycle is hampering the quality of action research and provides a comprehensive list of impediments to action research legitimacy. It predicts that legitimacy can be improved through differentiating and improving guidance to theoretical contribution and considering a broader range of stakeholders for research funding and execution.

Provides a more comprehensive understanding of the type and form of legitimacy issues for action research, which informs the actions likely to improve legitimacy. Provides clarity into limitations and variants in legitimacy theory. As the perspective of one PhD candidate, the study has the potential for bias and limitations to generalisability.

Improving the legitimacy of action research helps practice-based disciplines. The findings assist practitioners contemplating an academic pursuit to solve intractable business problems.

Research that is both rigorous and relevant contributes to one’s ability to solve complex societal problems. This study provides insights into how research rigour and relevance could be improved.

This research provides unique perspective and insight into the reasons action research continues to struggle for legitimacy