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The article presents a case study of the emergent nature of leadership in learning network of mature-aged practitioner-scholars at Monash University. It examines the development of Business Action Research Cohort (BARC) at the Department of Management at Monash University. Results suggest that the role of leadership falls to different members depending on group's needs after initial structures were established.

Discusses the functions of picture books produced for Korean American children since the late 20th century. Picture books help Korean American children understand displacement and diaspora, establish a sense of ethnic identity, adjust to life in America, and cross cultural boundaries more easily.

The objectiveof this paper is to provide “practitioner researchers” with insights into the initial findings around the challenges of conducting “business action research in practice” in “commercial” settings on the basis of experiences of a PhD cohort at Monash University in the first 18 months of candidature. In performing the role of a concluding paper, it sets out a generic framework for action research that the cohort has come to embrace. In doing so, it draws on emergent themes spread across the six diverse topics that are the subject of action research interventions of the cohort members. The paper then identifies and analyses the common patterns that have emerged and offers observations and conclusions for those involved in practitioner research. [ABSTRACT FROM AUTHOR]

This paper investigates action learning as a “maintenance of mindset.” It is an account of a personal evolution from a 4-year work in progress Action Research (AR) study exploring organizational viability. That study, involving two separate organizations and four cycles of AR, has seen the researcher and to some extent the organizations develop action-learning mindsets. The paper is an attempt to step outside the study and its associated learning from an organizational perspective and to link the threads of learning from the mindset of an action researcher. The paper suggests that adopting the mindset of an action researcher favors the transfer of learning from one organizational situation to another. Advocating that action researchers do not restart their initial methodologies, it is contended that the second organization has gained advantage of learning from the first. It is concluded that action learning mindsets articulate cumulative wisdom from organizational and methodological perspectives. [ABSTRACT FROM AUTHOR]

The Action Research (AR) PhD program at Monash University had its genesis in Systems Thinking and Organizational Learning. This paper discusses the role of the university in AR projects in business and the central role that AR projects can have in a Faculty's strategic positioning. The issues that have emerged in the project to date are discussed. [ABSTRACT FROM AUTHOR]