You are here

Investigación en acción: cómo impulsar la contribución de la universidad en la competitividad de las organizaciones

Journal Name:

Publication Year:

Abstract (2. Language): 
The purpose of this paper is to promote the use of action research methodology as a useful tool for improving firms’ competitiveness, enhancing relations between Universities and companies. It provides a detailed analysis of the origin and development of action research, its main characteristics and dimensions, and the advantages and drawbacks of using it. Methodologically, we carry out a review of action research experiences published in scientific journals, and we analyze the specific case of the Volkswagen Navarra Enterprise Chair at the University of Navarra. We consider that this work is relevant in academic terms because it describes and analyzes a useful methodology for the field research of business management, and besides, it permits improving the relationships between the University and the firms.
Abstract (Original Language): 
El objetivo de este trabajo es promover el uso de la metodología de investigación en acción como herramienta especialmente útil para mejorar la competitividad de las organizaciones, fomentando las relaciones universidadempresa. Con esta motivación, se analiza en detalle el origen y desarrollo de la investigación en acción, sus principales características y dimensiones, y las ventajas y problemas que conlleva su implementación. Asimismo, se incluye una serie de experiencias de investigación en acción cuyos resultados han sido publicados en revistas científicas. Por último, se presenta el caso concreto de la Cátedra de Empresa Volkswagen Navarra-Universidad de Navarra como ejemplo de instrumento adecuado para implementar la metodología de investigación en acción y se describe en detalle uno de los proyectos de investigación que se han puesto en marcha. Consideramos que este trabajo es de interés desde el punto de vista académico en la medida en que describe y analiza una metodología útil para el avance de la investigación en el ámbito de la gestión empresarial y que permite reforzar las relaciones universidad-empresa.

REFERENCES

References: 

Argyris, C., & Schön, D. A. (1991). Participatory Action Research and Action Science Compared – A
Commentary. En W. F. Whyte (ed.), Participatory Action Research, 185-196. London: Sage Publications.
Baskerville, R., & Myers, M. D. (2004). Special Issue on Action Research in Information Systems: Making Is
Research Relevant to Practice-Foreword. MIS Quarterly, 28(3), 329-335.
Benbasat, I., Goldstein, D. K., & Mead, M. (1987). The Case Research Strategy in Studies of Information
Systems. MIS Quarterly, 11(3), 369-386. http://dx.doi.org/10.2307/248684
Bennet, D. J., & Lee, S. J. (2000). Total Productive Maintenance Implementation in the Newspaper Industry:
An Action Research Approach. En R. Van Dierdonck & A. Verecke (eds.), Operations Management: Crossing
Borders and Boundaries-The Changing Role of Operations, 32-39. Gent: Universiteit Gent.
Butler, T., Feller, J., Pope, A., Emerson, B., & Murphy, C. (2008). Designing a Core IT Artifact for Knowledge
Management Systems Using Participatory Action Research in a Government and a Non-Government
Organization. Journal of Strategic Information Systems, 17(4), 249-267. http://dx.doi.org/10.1016/j.
jsis.2007.10.002
Chein, I. (1948). The Field of
Collier, J. (1945). Social Research/An International Quarterly of Social Sciences. New York, NY: Graduate Fac.
Coughlan, P., & Brady, E. (1995). Self-Assessment and Benchmarking Product Development in Five Irish
Firms. Journal of Managerial Psychology, 10(6), 41-47. http://dx.doi.org/10.1108/02683949510093876
Coughlan, P., & Coghlan, D. (2002). Action Research for Operations Management. International Journal of
Operations & Production Management, 22(2), 220-240. http://dx.doi.org/10.1108/01443570210417515
Coughlan, P., Dromgoole, T., Duff, D., & Haridon, A. (2001). Continuous Improvement through Collaborative
Action Learning. International Journal of Technology Management, 22(4), 285-302. http://dx.doi.org/10.1504/
IJTM.2001.002965
Curle, A. (1949). A Theoretical Approach to Action Research. Human Relations, 2(3), 269-280. http://dx.doi.
org/10.1177/001872674900200304
Fathi, M., Álvarez, M. J., & Rodríguez, V. (2011). A new heuristic approach to solving U-shape assembly line
balancing problems type-1. International Conference on Operations Research and Financial Engineering,
World Academy of Science Engineering and Technology (WAST 2011), 14-16 November, Paris, France.
International Journal of World Academy of Science, Engineering and Technology, 59, 413-421.
Fathi, M., Álvarez, M. J., & Rodríguez, V. (2012a). Transportation scheduling in assembly lines under storage
constraints: A case study of the automobile industry. 25th European Conference on Operational Research,
8-11 July 2012, Vilnius, Lithuania.
Fathi, M., Álvarez. M. J., & Rodríguez, V. (2012b). An integrated model for optimizing the feeding system in
assembly lines: A case study in automotive industry. International Conference on 50th Anniversary of
TECNUN, University of Navarra, 31 May-1 Jun 2012, San Sebastian, Spain.
Gummesson, E. (2000). Qualitative Methods in Management Research. Thousand Oaks: Sage.
Hales, D. N., & Chakravorty, S. S. (2006). Implementation of Deming’s Style of Quality Management: An
Action Research Study in a Plastics Company. International Journal of Production Economics, 103(1), 131-148.
http://dx.doi.org/10.1016/j.ijpe.2005.05.020
Lewin, K. (1946). Action Research and Minority Problems. Journal of Social Issues, 2(4), 34-46. http://dx.doi.
org/10.1111/j.1540-4560.1946.tb02295.x
Liu, L. Y. J., & Pan, F. (2007). The Implementation of Activity-Based Costing in China: An Innovation Action
Research Approach. The British Accounting Review, 39(3), 249-264. http://dx.doi.org/10.1016/j.
bar.2007.05.003
Nair, A., Malhotra, M. K., & Ahire, S. L. (2011). Toward a Theory of Managing Context in Six Sigma Process-
Improvement Projects: An Action Research Investigation. Journal of Operations Management, 29(5), 529-
548. http://dx.doi.org/10.1016/j.jom.2010.11.014
Ottosson, S. (2003). Participation Action Research – A Key to Improved Knowledge of Management.
Technovation, 23(2), 87-94. http://dx.doi.org/10.1016/S0166-4972(01)00097-9
Pereira, G. M., Sellito, M. A., Borchardt, M., & Geiger, A. (2011). Procurement Cost Reduction for Customized
Non-Critical Items in an Automotive Supply Chain: An Action Research Project. Industrial Marketing
Management, 40(1), 28-35. http://dx.doi.org/10.1016/j.indmarman.2010.09.007
Rolfsen, M., & Knutstad, G. (2007). Transforming Management Fashions into praxis: Action Research Project
in AutoParts. Action Research, 5(4), 341-357. http://dx.doi.org/10.1177/1476750307083724
Rytter, N. G., Boer, H., & Koch, C. (2007). Conceptualizing Operations Strategy Processes. International
Journal of Operations & Production Management, 27(10), 1093-1114. http://dx.doi.
org/10.1108/01443570710820648
Walker, B., & Haslett, T. (2002). Action Research in Management-Ethical Dilemmas. Systemic Practice and
Action Research, 15(6), 523-533. http://dx.doi.org/10.1023/A:1021016821198
Walker, H., Harland, C., Knight, L., Uden, C., & Forrest, S. (2008). Reflections on Longitudinal Action
Research with the English National Health Service. Journal of Purchasing and Supply Management, 14(2),
136-145. http://dx.doi.org/10.1016/j.pursup.2008.02.003
Westbrook, R. (1993). Orderbook Models for Priority Management: A Taxonomy of Data Structures. Journal of
Operations Management, 11(2), 123-142. http://dx.doi.org/10.1016/0272-6963(93)90019-L
Westbrook, R. (1995). Action Research: A New Paradigm for Research in Production and Operations
Management. International Journal of Operations & Production Management, 15(12), 6-20. http://dx.doi.
org/10.1108/01443579510104466

Thank you for copying data from http://www.arastirmax.com