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| Id | 560 | |
| Author | Kelemen M., Hamilton L. | |
| Title | Creative processes of impact making: advancing an American Pragmatist Methodology | |
| Reference | Kelemen M., Hamilton L.; Creative processes of impact making: advancing an American Pragmatist Methodology ;Qualitative Research in Organizations and Management: An International Journal vol:14.0 issue: 3.0 page:241.0 |
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| Link to article | https://www.scopus.com/inward/record.uri?eid=2-s2.0-85050656889&doi=10.1108%2fQROM-03-2017-1506&partnerID=40&md5=a1c1c89e2f1887be76e662b23e96a005 |
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| Abstract | Purpose: The purpose of this paper is to provide new insights into the social impact of creative research methods. Design/methodology/approach: Using the new methodology of cultural animation (CA), the authors highlight how knowledge can be co-produced between academics, community members and organisational practitioners. Drawing on the UK Connected Communities programme, the authors explore examples of immersive and performative techniques including arts and crafts, drama and poetry. Findings: The authors showcase the practical and theoretical benefit of such exercises to generate impact and influence. Empirically, the authors demonstrate the potential of CA to bring together researchers and community members in useful partnerships that foster dialogical exchange. Theoretically, the authors extend and develop the value of American Pragmatism by highlighting how democratic, iterative and practical learning plays out through the materials, networks and processes of cultural animation. Social implications: Exploration of the examples leads us to propose and explore impact as a form of legacy which captures the temporal, processual and performative nature of knowledge sharing and co-production. Originality/value: The methodology of CA is innovative and has not been tested widely to date although, as the authors illustrate, it is particularly useful for encouraging interaction between academics and the wider world by developing and nurturing interactions and relationships. It carries potential to contribute new insights to the theorisation and lived experience of organisation. © 2018, Emerald Publishing Limited. |
Purpose: The purpose of this paper is to provide new insights into the social impact of creative research methods. A recent special issue dedicated to impact in management research by the British Journal of Management points out that impact is a territory which can be inhabited in multiple ways and Org we as management researchers need to consider how much we see ourselves engaged in a process of producing better artefacts producing better questions that shape an agenda bettering our individual career or shaping the educational process by which future managers are prepared for their role. In doing so we were not especially concerned with frequency analysis but instead sought to blend an array of interpretive techniques to develop appreciation for the meaning of conversations events and comments as they unfolded during the workshops and emerged in the transcription and survey data. The element of surprise was something that an academic participant also referred to in describing flashpoints of learning during a workshop: Youre thinking of your own research agenda but then you get flashpoints where someone says something new to you or to each other that is just unexpected. For example with regard to the network-building potential of the workshops a theatre practitioner/cultural animator involved in both phases argued that: The process of collaborating creating and connecting accelerates the formation of genuine relationships which do not evaporate as the research ends but remain an important living legacy in contrast to hit and run research.
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