Action Research Study on Individual Knowledge Use in Organizational Innovation Processes - New Contributions in Information Systems and Technologies - page 69

Action Research is a methodology of intervention that consists in associating the
research and the practice in a process, in which the implied actors participate
interactively trying to understand the reality, identifying problems and trying
solutions [9].
In this context, there is a shift in the paradigm research and the role of the
researcher is changing from observer to an actor involved in the process [10]. The
researcher instead of maintaining a supposedly objective distance from the situation,
seeking to disturb it as little as possible, and taking data at one or a series of slices in
time the learning occurs over time through planned interventions in a dynamic
situation.
The practitioners can also be active participants, helping to shape the research
question, helping generate and analyze data, and then through use of new information,
change their own behavior.

2.2 Sample

The empirical research involved a Portuguese company from the service sector,
particularly engineering and started in the autumn of 2005 with several contacts with
the innovation office manager. A first meeting occurred in BETA organization
(General Quarters), beginning the exploratory phase. In this meeting the innovation
office manager explains the ongoing organizational innovation project.
In the spring of 2006 began the deep research with the groups recall (3/4 elements
per group): two with the technicians and one with the managers (head of departments).
Also was made an interview with the General Manager of the organization.
All the participants were selected by the Innovation Office Manager and the
General Manager of Beta Organization.

2.3 Measures

The empirical goals were to map the contexts of the organizational innovation
process; the perceptions of organizational actors about creating, using and sharing
their individual knowledge; and the impacts of organizational innovation process in
the organization.
The technique used was mainly group recall. The researcher and groups of
employees (technicians and managers) worked together sharing experiences and
company histories about the day-by-day work. This technique helps to get deeper
information about the organization and the relations between employees and
managers.
The discussions were around several knowledge dilemmas about the creation and
use of knowledge. When we started the group recall some of the participants were
septic about the process, because they thought that someone could be intimidate and
not talk at all, but all have participate giving their opinions, experience and examples
related with their day-by-day work.
In the end they have concluded that this process was very interesting, because they
focus more easily in the main goal of the dilemmas and at the same time they have