Work‐based research in a large organisation: the transformation from change agent to researcher

Abstract

This paper is a reflection on my journey in a work‐based (WB) research project while completing my PhD at a large Australian university. The paper explores issues that arose as I studied strategic change in the university and my role evolved from that of a ‘change agent’ working as part of a project team to that of a researcher. A case study format is used to describe the many twists and turns in the project at the centre of the study and how they impacted the research and my development as a researcher. This reveals issues which may be relevant to researchers in similar situations including: the tension between my duty to communicate research findings, which were at times critical of the approach adopted in the organisation; and the expectation to follow the organisational strategic plan. The paper recounts the complexity and unpredictability of researching an on‐going project and concludes with suggestions pertinent to individuals and organisations implementing WB research programmes.

Keywords:

• methodology
• action research
• action learning
• organisational learning
• insider research
• work‐based learning
• work‐based research