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1. Going Public: Participatory Action Research as Object and Method of Teaching Sociology and Transforming Communities.

Author

Scott, Greg, Stall, Susan, Trillo, Alex, and Sandoval, Juan Onésimo

Subjects
ACTION research in education, EXPERIENTIAL learning, ACTIVE learning, SOCIAL science research, ACTION research, CASE studies
Abstract

This paper presents and analyzes four approaches to the use of participatory action research (PAR), a form of experiential learning, in the university classroom. Two of the courses described could fairly be classified as service learning, while the other two entail the use of (PAR) primarily as an object of teaching and secondarily as a pedagogical vehicle for the learning of sociological concepts, theories, and investigative methods. After reviewing the empirical and pedagogical literature on experiential learning and PAR, the authors present their respective courses as case studies distinct points on an ideal type continuum of experiential learning. Following this, they elucidate common challenges and resources in the development and implementation of PAR courses. Finally, they reflect on their experience generating intended and unintended (and unfavorable) outcomes using PAR in the classroom. A discussion of how PAR advances ?public sociology? concludes the paper. [ABSTRACT FROM AUTHOR]

Published
2004
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2. Advancing Scientific Knowledge Through Participatory Action Research.

Author

Whyte, William F.

Subjects
ACTION research, SOCIAL science research, SOCIOLOGY, SOCIOLOGICAL research, SOCIAL sciences, CASE studies
Abstract

This paper aims to demonstrate the value of participatory action research (PAR) for advancing scientific knowledge as well as for solving practical problems. The article supports the argument through brief summaries of three PAR cases in industry: Norwegian shipping, Xerox Corporation, and the FAGOR group of the Mondragón cooperatives. While noting the practical gains achieved through PARJ the author concentrates particularly on the advances in substantive knowledge and theory that would have been unlikely to emerge out of more orthodox sociological research. The author suggests finally that wider use of participatory action research can have a stimulating effect upon the future development of sociology. [ABSTRACT FROM AUTHOR]

Published
1989
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3. The balanced scorecard as a performance management tool for third sector organizations: the case of the Arthur Bernardes foundation, Brazil

Author

Joyce Liddle and Ricardo Corrêa Gomes

Subjects
Strategic planning, Balanced scorecard, Performance management, Strategy and Management, Business administration, Stakeholder, balanced scorecard, lcsh:Business, Focus group, case studies, action research, Sociology, Action research, Marketing, lcsh:HF5001-6182, Empirical evidence, Strategy map, non-profit sector, third-sector organizations
Abstract

The aim of this paper is to contribute to the theor y of public management by presenting empirical evidence of using the Balanced Scorecard for third sector organ izations. The research was conducted within an inte rpretive paradigm using an action research strategy. Data wa s collected through focus group and individual inte rviews and analyzed using interpretation and content analy sis. The main limitation of this study lies in its application to a very singular type of organization that operates as a driver to improve the efficiency and nimblenes s of other public organizations, although the methods employed here are very likely to be applicable to other kin ds of organizations without adversely affecting the resul ts. The findings corroborate Kaplan and Norton’s (2 001) suggestion that non-profit organizations should put customers at the top of their strategic maps. They also indicate that sponsors should be considered a stron g stakeholder in the strategic plan, and need to be satisfied in order to ensure legitimacy and sustainability. Alth ough some authors have suggested that an overall fr amework should be devised for an entire organization, the e vidence indicates that developing a single Balanced Scorecard for each department promotes cooperation rather tha n competition and leads to synergy rather than fragmentation.

Published
2009