Impact and Scholarship: Unlearning and Practising to Co-create Actionable Knowledge

@article{Antonacopoulou2009ImpactAS,
  title={Impact and Scholarship: Unlearning and Practising to Co-create Actionable Knowledge},
  author={E. Antonacopoulou},
  journal={Management Learning},
  year={2009},
  volume={40},
  pages={421 - 430}
}
  • E. Antonacopoulou
  • Published 2009
  • Sociology
  • Management Learning
  • This essay explores what is impact, why it matters and how it may be demonstrated through management scholarship that integrates both rigour and relevance. Attention is drawn to the importance of understanding the dynamic nature of practice and practising as critical processes that set important foundations for extending both the questions we ask and the ways in which we ask the questions that shape scholarship. A central message from this analysis is the importance of unlearning asking… CONTINUE READING
    57 Citations
    Actionable knowledge and the art of engagement
    • 7
    Positioning theory and practice question(s) within the field of management learning
    • 19
    Collaborating to discover the practice of strategy and its impact
    • 5
    Research and evaluation in assessing outcomes and impacts in action learning
    • 1
    Reviewing Management Learning: The field and the journal

    References

    SHOWING 1-10 OF 34 REFERENCES
    On the Virtues of Practising Scholarship: A Tribute to Chris Argyris a 'Timeless Learner'
    • 29
    Strategizing as Practising: Strategic Learning as a Source of Connection
    • 20
    • PDF
    Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
    • 689
    • PDF
    Tent Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research
    • 323
    Perceived Causes and Solutions of the Translation Problem in Management Research
    • 311
    Collaborative research in organizations : foundations for learning, change, and theoretical development
    • 110
    • PDF
    Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
    • 3,462
    • PDF