Executive development through insider action research: voices of insider action researchers

Abstract

Purpose – The purpose of this paper is to address the fundamental question “can insider action research approach trigger and enhance simultaneously executive development and company performance”. To answer this question the framework of first, second and third person practice is useful in capturing the range of experiences and challenges that the executives face as they work to lead change in their organizations. Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership competencies. Design/methodology/approach – Insider action research. Findings – Insider action research offers a value-added approach to management development and executive education programmes. It extends the acquisition of basic business disciplinary knowledge to the development of the competency (knowledge and skills) to design, facilitate and lead change by the rigours of the action research process and through a focus on first, second and third person practice. Research limitations/implications – Action research is particular and generates actionable knowledge in localized settings. Further cases in how executives engage in insider action research as they lead change in their organizations are needed to extend this underdeveloped approach. Practical implications – Yet, despite wide spread executive educational programmes and the rhetoric about the need to make executive education more relevant to organizational needs, an astonishing number of business leaders claim that executive programmes and executive degrees fail in addressing the emerging needs of business leaders. Insider action research provides a radically different executive education orientation. Originality/value – Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership capabilities.

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