Abstract
In Chapters 5 and 6 we saw two different versions of the idea that management knowledge can be given a clear foundation, and that this foundation is what gives it status as knowledge. What we saw was that in each case there was an emphasis on one key element of the research process which, though important and indeed very fruitful in helping us understand that process, did not capture entirely what is involved in the idea that management (and more generally applied social) knowledge can be valid. The previous chapter looked at anti-foundational approaches which circle around the idea of deconstruction and historical context. As these arose principally from a critical radical perspective, it is not surprising that their strength as critique is matched by a corresponding lack of pragmatic application to research as an activity.
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© 2002 Paul Griseri
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Griseri, P. (2002). Research as Practice. In: Management Knowledge. Palgrave, London. https://doi.org/10.1007/978-1-4039-0545-1_10
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DOI: https://doi.org/10.1007/978-1-4039-0545-1_10
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-77094-8
Online ISBN: 978-1-4039-0545-1
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