Arresting moments in engaged management research

Gail Jane Greig, Charlotte Louise Gilmore, Holly Jane Elizabeth Patrick, Nic Beech

    Research output: Contribution to journalArticlepeer-review

    20 Citations (Scopus)


    We contribute to the literature on the production of knowledge through engaged management and organisational research. We explore how relational practices in management and organisational research may interpenetrate and change one another, thereby potentially producing new knowledge. We demonstrate the importance of the disruptive qualities of arresting moments in this process. We present data from within ongoing engaged management and organisational research at an arts festival involving related music, management and research practices, during which two arresting moments arose: one in our own core research practice, the other in related music and management practices. We found arresting moments were preceded by increasingly intense divisions between practices, when practitioners experienced increasingly entrenched views and heightened emotions. Arresting moments sometimes followed, producing an empathetic connection between practitioners, so that they could suddenly see situations from a new perspective. In this way, arresting moments could produce opportunities for (self-) reflexivity and the possibility of reconstructing knowing in relational practices.
    Original languageEnglish
    Pages (from-to)267-285
    JournalManagement Learning
    Issue number3
    Early online date25 Apr 2012
    Publication statusPublished - Jul 2013


    Dive into the research topics of 'Arresting moments in engaged management research'. Together they form a unique fingerprint.

    Cite this