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Action research has been recognised for its breadth as a field of research practice and its depth as a discourse of theoretical insight. It does not have one neat, widely accepted definition. Points to some reasons for the difficulty of formulating a generally accepted definition of action research, and argues why action research should not be confined but should be both clarified for communication and open for development. The discussion stems from a working definition developed with participants in an international symposium that serves as a classic definition of action research. Presents several alternative approaches to resolution and argues for a judicious mix of pragmatism and flexibility in approaching the definition issue.

The paper aims to offer the notion of “taking an attitude of inquiry” as a quality process in research, enabling researchers to be aware of and articulate the complex processes of interpretation, reflection and action they engage in. The purpose is to consider this as a quality process that complements more procedural approaches.

Drawing on 25 years experience in an action research community – in which the authors have developed theory and practice in the company of colleagues – to articulate and illustrate what “taking an attitude of inquiry” can mean. The paper seeks to make quality practices thus developed available to a wider community of researchers.

Two schema with illustrations are offered. Qualities that enable taking an attitude of inquiry are suggested: curiosity, willingness to articulate and explore purposes, humility, participation and radical empiricism. Disciplines of inquiring practice are identified as: paying attention to framing and its pliability; enabling participation to generate high quality knowing, appreciating issues of power; working with multiple ways of knowing; and engaging in, and explicating, research as an emergent process.

Research is depicted as both disciplined and alive. Researchers are invited to engage fully in self‐reflective practice to enhance quality and validity.

An articulation of a depth view of quality in self‐reflective research practice which has been developed in an action research context and can be applied to research more generally.

This paper is an edited version of an interview that presents information and insight into the background of ALARPM (action learning, action research and process management) not only as a field but also as a worldwide network association, thus facilitating understanding of the evolution and nature of these three concepts. The interviewee’s responses reflect her personal perspective, informed by both life experience and a theoretical framework that conceives of ALARPM first as a philosophy, a theory of learning and a methodology, and second as a method and technique.

The aim of the study was to illustrate how three different institutional logics, present in the implementation of action research, interact in a formalised project, in a traditional university setting.

The article is empirical in nature and the research method used is an instrumental case study. The case was the implementation of action research within the framework of an educational project co-financed by EU funds, conducted in a Polish public university. The research process was conducted from September 2017 to November 2019. The following techniques were used: document analysis, in-depth interviews, participatory observation during the project. Constant comparative analysis was used as an analytical approach.

The study indicates that action research, project management and university management follow different “logics”. The dominant logic of action research is problem-solving, of project management is efficiency and of university management is compliance. These different logics and the relationship between them is explained in the paper.

The research enriches the ongoing discussion on logic multiplicity and project management in a new context – that of the university environment and combines the issue of the implementation of action research with broader conversations on institutional logics.

The purpose of this paper is to implement diversity and inclusion practices in an USA university department through the application of a cultural audit in the style of participatory action research (PAR). The cultural audit process demonstrates an inclusive, grassroots approach to creating actionable solutions that brings about positive organizational change and can be replicated by others.

The version of an organizational cultural audit described here included two phases. The first was quantitative in nature, using a survey to collect data that would provide the organization with a perspective of how its culture is perceived (Fletcher and Jones, 1992) and serve as the basis for the second, more crucial phase. The second phase utilized PAR qualitative approach. Having data presented in aggregate form allows for truer reactions to how others believe they experience the work environment, as opposed to making assumptions about how others may experience the work environment. A cultural audit such as this relies heavily upon the qualitative narrative that is exposed when participants react to the quantitative data presented. In fact, the real assessment begins not with the quantitative data collection process, but with the presentation of the quantitative data and the analysis of how participants respond to what they see.

The researchers found social and practical implications for empowering employees to develop a culturally agile organization. Results showed that participants generally viewed the culture as lacking transparency and needing values-based guidelines for everyday interactions. Participants thought they should value diversity, but viewed the culture as having a gap in solutions to apply that value. Incentivizing actions that promote diversity and inclusion and better shared governance were needed to address cultural problems in the organization. Recommendations for actionable solutions included: developing shared language through a values statement, restructuring onboarding and mentoring support, increasing transparency of standing committee work, membership, and minutes to foster trust and communication, implementing group guidelines for respectful interactions, and the creation of regular, planned social events to enhance human relations. This case study is significant because it uses an innovative method to not only study diversity and inclusion in a university setting, but also take action, thereby filling a gap in the literature on critical studies of organizations.

For those trying to institute a similar experience for their organization, it would be important to note that the cultural audit was a grassroots intervention, designed to help the division discern what kinds of lived experiences and shared assumptions exist within.

The case study presented should serve as a roadmap for how individuals can garner support for conducting a similar cultural audit with their own organizations.

This case study is significant because it uses an innovative method to not only study diversity in a university setting, but also take action, thereby filling a gap in the literature on critical studies of organizations.

This paper aims to identify and discuss insights from the business model field on the creation and delivery of value to customers that provide new thinking in relation to the strategic management accounting field.

The customer emphases exhibited in parts of the extant strategic management accounting literature are highlighted and amplified using insights from the business model literature, including those relating to value propositions, customer value creation and delivery and meeting customers’ value expectations.

The paper demonstrates that in addition to providing valuable insights for accounting to management, an extended strategic management accounting concept enables accounting and reporting to customers, now identified as major stakeholders, in the context of integrated reporting.

Through its customer resonances, the paper affirms strategic management accounting’s practical utility for organisations seeking a strong position in highly competitive marketplaces, via the addition of a focus on accounting to customers.

The paper’s use of insights from the business model literature further reinforces the view that strategic management accounting potentially constitutes a pivotal development within both managerial and financial accounting and reporting.

The purpose of this paper is to identify brand management accounting as a further approach to accounting for brands and to suggest a number of possible measurement metrics it might incorporate.

The paper is discursive in nature, developing a critique of existing approaches to accounting for brands before considering a number of attributes of a new approach.

The growing importance of brands as a key source of competitive advantage has been among the most visible changes in many business organisations in recent years. Effective strategic brand management, therefore, poses a major challenge to both accountants and their marketing colleagues. To date, the history of accounting for brands has largely been concerned with the derivation of brand valuations suitable for financial accounting and reporting purposes. Although the merits of a management accounting perspective on brands have been recognised for some time, recent studies indicate that to date it has failed to attract much support. New approaches to accounting for brands are now required. Underpinned by high levels of interfunctional cooperation between management accounting and marketing management practitioners, brand management accounting examplifies the more inclusive approach to the task of strategic management increasingly evident within contemporary organisations.

The paper integrates both existing and new insights informed by the accounting and marketing literatures in an attempt to promote a further approach to the task of accounting for brands.

How can people with lived experiences of marginalisation actively participate in contesting their marginalisation? This article aims to review the literature on PAR as a research approach. It will first describe what PAR means and consider this approach's particular features. The paper will go on to explore the advantages, limitations and criticisms of this approach to research.

How can people with lived experiences of marginalisation actively participate in contesting their marginalisation? The approach of this paper is to provide needed viewpoint discussion on Participatory Action Research (PAR) advantages, limitations and criticisms. PAR is mostly a qualitative research approach that takes account of researchers and participants collaborating to investigate social issues and take actions to bring about social change.

The aim of (PAR) is to systematically collect and analyse data to take action and make a change by generating practical knowledge. However, PAR as an approach to research has advantages and disadvantages. Also, PAR as an approach can be a problematic tool for facilitators and communities to apply due to power relations within the research process. However, PAR can help the praxis of collective critical consciousness of the participation and democratisation of participants presented in studies where this approach is used. Although a PAR approach can be an unknown and challenging tool, it is a path through which communities can explore their society and ignite to change it.

This paper provides a discussion of the critical consciousness value of PAR that seeks to bring academics, researchers and practitioners to the approach to primarily qualitative research methodology that should be understood with advantages, limitations (ethical challenges) and criticisms.

So far as the London activities of librarianship are concerned, the Winter opened propitiously when Mr. J. D. Stewart and Mr. J. Wilks addressed a goodly audience at Chaucer House, Mr. Stewart on American, and Mr. Wilks on German libraries. There was a live air about the meeting which augured well for the session. The chief librarians of London were well represented, and we hope that they will continue the good work. It was the last meeting over which Mr. George R. Bolton presided as Chairman of the London and Home Counties Branch, and he is succeeded by Mr. Wilks. Mr. Bolton has carried his office with thorough and forceful competence, and London library workers have every reason to be grateful. The election to chairmanship of the librarian of University College, London, gives the Branch for the first time a non‐municipal librarian to preside. The change has not been premature, and, apart from that question, Mr. Wilks is cultured, modest and eloquent and will do honour to his position.