The wicked problem of employee wellbeing: creating safe space within a change laboratory

References

• Alvesson, M. 2003. “Methodology for Close up Studies–Struggling with Closeness and Closure.” Higher Education 46 (2): 167–193.
   Web of Science ®Google Scholar
• Bell, E., and R. Thorpe. 2013. A Very Short, Fairly Interesting and Reasonably Cheap Book about Management Research. London: Sage.
   Google Scholar
• Blackler, F. 1993. “Knowledge and the Theory of Organizations: Organizations as Activity Systems and the Reframing of Management.” Journal of Management Studies 30 (6): 863–884.
   Web of Science ®Google Scholar
• Blackler, F., N. Crump, and S. McDonald. 2000. “Organizing Processes in Complex Activity Networks.” Organization 7 (2): 277–300.
   Web of Science ®Google Scholar
• Blackler, F., and S. Regan. 2009. “Intentionality, Agency, Change: Practice Theory and Management.” Management Learning 40 (2): 161–176.
   Web of Science ®Google Scholar
• Bligh, B., and M. Flood. 2015. “The Change Laboratory in Higher Education: Research-Intervention Using Activity Theory.” In Theory and Method in Higher Education Research, 141–168. Emerald Group Publishing Limited.
   Google Scholar
• Bourner, T., and A. Rospigliosi. 2019. “Origins of the Ethos of Action Learning.” Action Learning: Research and Practice 16 (3): 238–253.
   Web of Science ®Google Scholar
• Brook, C., A. Lawless, and C. Sanyal. 2021. “Adaptive Action Learning: A Refusal to Define.” Action Learning: Research and Practice 18 (1): 1–4.
   Web of Science ®Google Scholar
• CIPD. 2020. Wellbeing at work, Factsheet 29th April, CIPD, 1-7.
   Google Scholar
• CIPD. 2021. Wellbeing at work, Factsheet 27th April, CIPD, 1-7.
   Google Scholar
• Colville, T. 2021. New ways of working: An Activity Theory Perspective [Psychology Department, University of Dundee]. https://discovery.dundee.ac.uk/en/activities/new-ways-of-working-an-activity-theoretical-perspective.
   Google Scholar
• Edmondson, A. C., M. Higgins, S. Singer, and J. Weiner. 2016. “Understanding Psychological Safety in Health Care and Education Organizations: A Comparative Perspective.” Research in Human Development 13 (1): 65–83.
   Web of Science ®Google Scholar
• Edmonstone, J., A. Lawless, and M. Pedler. 2019. “Leadership Development, Wicked Problems and Action Learning: Provocations to a Debate.” Action Learning: Research and Practice 16 (1): 37–51.
   Web of Science ®Google Scholar
• Engestrom, Y. 1999. “Activity Theory and Individual and Social Transformation.” Perspectives on Activity Theory 19 (38): 19–30.
   Google Scholar
• Engestrom, Y. 2000. “Activity Theory as a Framework for Analyzing and Redesigning Work.” Ergonomics 43 (7): 960–974.
   PubMed Web of Science ®Google Scholar
• Engestrom, Y. 2001. “Expansive Learning at Work: Toward an Activity Theoretical Reconceptualization.” Journal of Education and Work 14 (1): 133–156.
   Google Scholar
• Engestrom, Y., J. Rantavuori, and H. Kerosuo. 2013. “Expansive Learning in a Library: Actions, Cycles and Deviations from Instructional Intentions.” Vocations and Learning 6 (1): 81–106.
   Web of Science ®Google Scholar
• Engestrom, Y., and A. Sannino. 2010. “Studies of Expansive Learning: Foundations, Findings and Future Challenges.” Educational Research Review 5 (1): 1–24.
   Web of Science ®Google Scholar
• Engestrom, Y., J. Virkkunen, M. Helle, J. Pihlaja, and R. Poikela. 1996. “The Change Laboratory as a Tool for Transforming Work.” Lifelong Learning in Europe 1 (2): 10–17.
   Google Scholar
• Englund, C. 2018. “Exploring Interdisciplinary Academic Development: The Change Laboratory as an Approach to Team-Based Practice.” Higher Education Research & Development 37 (4): 698–714.
   Web of Science ®Google Scholar
• Gilbreath, B., and M. U. Montesino. 2006. “Expanding the HRD Role: Improving Employee Well-Being and Organizational Performance.” Human Resource Development International 9 (4): 563–571.
   Google Scholar
• Gold, J., and R. Yeo. 2012. “Socio-cultural Mediated Action in Action Learning for Human Resource Management and Human Resource Development.” International Journal of Human Resources Development and Management 12 (4): 329–344.
   Google Scholar
• Guidetti, G., D. Converso, B. Loera, and S. Viotti. 2018. “Concerns About Change and Employee Wellbeing: The Moderating Role of Social Support.” Journal of Workplace Learning 30 (3): 216–228.
   Web of Science ®Google Scholar
• Jain, A. K., S. I. Giga, and C. L. Cooper. 2009. “Employee Wellbeing, Control and Organizational Commitment.” Leadership & Organization Development Journal 30 (3): 256–273.
   Google Scholar
• Juniper, B. 2011. “Defining Employee Wellbeing.” Occupational Health & Wellbeing 63 (10): 25.
   Google Scholar
• Kaptelinin, V., B. A. Nardi, and C. Macaulay. 1999. “Methods & Tools: The Activity Checklist: A Tool for Representing the “Space” of Context.” interactions 6 (4): 27–39.
   Google Scholar
• King, N. 2012. “‘Doing Template Analysis’.” In Qualitative Organizational Research: Core Methods and Current Challenges, edited by G. Symon, and C. Cassell, 426–450. London: Sage.
   Google Scholar
• Krekel, C., G. Ward, and J. E. De Neve. 2019. Employee Wellbeing, Productivity, and Firm Performance (March 3, 2019). Saïd Business School WP 2019-04, Available at SSRN: https://ssrn.com/abstract=3356581 or https://doi.org/10.2139/ssrn.3356581.
   Google Scholar
• Pedler, M., J. Burgoyne, and C. Brook. 2005. “What has Action Learning Learned to Become?” Action Learning: Research and Practice 2 (1): 49–68.
   Google Scholar
• Richardson, L. 2000. “Evaluating Ethnography.” Qualitative Inquiry 6 (2): 253–255.
   Google Scholar
• Rofcanin, Y., and S. Anand. 2020. “Human Relations Virtual Special Issue: Flexible Work Practices and Work-Family Domain.” Human Relations 73 (8): 1182–1185.
   Web of Science ®Google Scholar
• Skipper, M., P. Musaeus, and S. B. Nøhr. 2016. “The Paediatric Change Laboratory: Optimising Postgraduate Learning in the Outpatient Clinic.” BMC Medical Education 16 (1): 1–12.
   PubMedGoogle Scholar
• Tosey, P., and J. Marshall. 2017. “The Demise of Inquiry-Based HRD Programmes in the UK: Implications for the Field.” Human Resource Development International 20 (5): 393–402.
   Web of Science ®Google Scholar
• Trehan, K., and M. Pedler. 2009. “Animating Critical Action Learning: Process-Based Leadership and Management Development.” Action Learning: Research and Practice 6 (1): 35–49.
   Google Scholar
• Trehan, K., and C. Rigg. 2015. “Enacting Critical Learning: Power, Politics and Emotions at Work.” Studies in Higher Education 40 (5): 791–805.
   Web of Science ®Google Scholar
• Wise, J. 2020. “Covid-19: Study to Assess Pandemic’s Effects on Wellbeing of NHS Staff.” BMJ 371: m3942.
   PubMedGoogle Scholar