Open Access
Subscription Access
Open Access
Subscription Access
Appreciative Inquiry: Models & Applications
Subscribe/Renew Journal
This study looks at the Appreciative Inquiry literature and intervention methods and also considers three cases from private and government organizations to critically examine its applicability/ implementation methods. The study also compares Appreciative Inquiry with the traditional Action Research approach and arrived at a model which is a combination of both.
Subscription
Login to verify subscription
User
Font Size
Information
- Argyris, C. (1993), “Knowledge for Action. A Guide to Overcoming Barriers to Organizational Change”, cited in Egan M T and Lancaster M C (2005). “Comparing Appreciative Inquiry to Action Research: OD Practitioner Perspectives”, Organizational Development Journal, 23 (2): 29-47. Barker, S. & Barker, R. (1994), “Managing Change in an Interdisciplinary Inpatient Unit: An Action Research Approach”, The Journal of Behavioural Health Services and Research, 21(1):80–91. Berrisford, S. (2005), “Using Appreciative Inquiry to Drive Changes at BBC”, Strategic Communication Management, 9 (3):22-25 Boyd, M. N & Bright, S. D. (2007), “Appreciative Inquiry as a Mode of Action Research for Community Psychology”, Journal of Community Psychology, 35 (8): 1019-36. Bradbury, H. & Reason, P. (2003), “Action Research: An Opportunity for Revitalizing Research Purpose and Practices”, Qualitative Social Work, 2 (2): 155-75
- Bright, S D. (2009), “Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times”, OD Practitioner, 41 (3):2-7
- Bushe, G. R. (2007), “Appreciative Inquiry Is Not (Just) about the Positive”, OD Practitioner, 39 (4):30-35
- Bushe, G. R & Coetzer, G. (1995), “Appreciative Inquiry as a Team-Development Intervention: A Controlled Experiment”, Journal of Applied Behavioural Science, 31(13):13-30.
- Coghlan, D. & Brannick, T. (2001), “ Doing Action Research in Your Own Organization. Cited In Egan M T and Lancaster M C (2005). Comparing Appreciative Inquiry to Action Research: O-D Practitioner Perspectives”, Organizational Development Journal, 23 (2): 29-47.
- Coghlan, A. T, Priskill, H.& Catsambas, T. T. (2003), “An Overview of Appreciative Inquiry in Evaluation”, New Directions for Evaluation, 100 : 5-21.
- Cooperrider, D. L & Srivastva,S (1987), “Appreciative Inquiry In Organizational Life”, Research in Organizational Change and Development, 1: 129-69.
- Cooperrider, D. L & Whitney, D (2003), A Positive Revolution in Change: Appreciative Inquiry. Berrett-Koehler Publisher, San Francisco.
- Cummings, T. C. & Worley, C. G. (2004), “Organization Development and Change”, Cited In Egan, M. T & Lancaster, M. C (2005).
- Egan, M. T & Lancaster, M. C. (2005), “Comparing Appreciative Inquiry to Action Research: O-D Practitioner Perspectives”, Organizational Development Journal, 23 (2): 29-47.
- Elleven, K. R. (2007), “Appreciative Inquiry: A Model For Organizational Development And Performance Improvement In Student Affairs”, Education, 127 (4):451-55.
- Elstein, K & Driver, K. (2007), “Fostering a Continuous Learning Mindset in a Federal Research Organization”, Organization Development Journal, 25 (1):93-100.
- Filleul, M & Rowland, B. (2006), “Using Appreciative Inquiry in the Vancouver School District: A Positive Approach to Enhance Learning”, BC Educational Leadership Research, June
- Gergen, K. J. (1982), Toward Transformation in Social Knowledge. New York: Spring- Verlag.
- Gergen, K. J. (1990), “Affect and Organization in Post-modern Society”, cited in S. Srivastva & D.L. Cooperrider (eds.), Appreciative Management and Leadership”, San Francisco, Jossey-Bass.
- Gergen, K. J. (1999), An Invitation to Social Construction, Thousand Oaks, CA: Sage Publishing. Hamel, G. (2000), Leading the Revolution, Boston: Harvard Business School Press.
- Knippen, J. T. & Green, B. T. (1997), “Problem Solving”, Journal of Workplace Learning, 9 (3): 98-99.
- Kofman, Fred & Senge, M. Peter (1993), “Communities of Commitment: The Heart of Learning organizations , Organizational Dynamics, 22( 2):,5-23
- Lewin, K. (1946), “Action Research and Minority Problems”, Journal of Social Issues, 2 (2): 34–46.
- Lewis, S, Passmore, J & Cantore, S (2008), “Using Appreciative Inquiry in Sales Team Development”, Industrial and Commercial Training, 40 (4):175-80.
- McLean, G. N. & Sullivan, R. S. (1989), “Essential Competencies of Internal and External OD Consultants”, in Rothevell, W.J, Sullivan, R. & McLean, S.N. (Eds), Practicing Organizational Development: A guide for consultants, San Diego, CA: Pheiffer & Co.
- Michael, S. (2005), “The Promise of Appreciative Inquiry as an Interview Tool for Field Research”, Development in Practice, 15 (2):222-30.
- Reed, J. (2007), Experiences of AI. Appreciative Inquiry: Research for Change, Sage Publications, New Delhi.
- Schooley, E. S. (2008), “Appreciative Democracy: The Feasibility of Using Appreciative Inquiry at the Local Government Level by Public Administrators to Increase Citizen Participation”, PAQ Summer: 243-78.
- Shewart, W. (1939), “Statistical Methods from the Viewpoint of Quality Control”, Cited In Egan M T and Lancaster M C (2005). Comparing Appreciative Inquiry to Action Research: O-D Practitioner Perspectives”, Organizational Development Journal, 23 (2):29-47.
- Vuuren, L. J & Crous, F. (2005), “Using Appreciative Inquiry (AI) in Creating a Shared Meaning of Ethics in Organisations”, Journal of Business Ethics, 57: 399-412.
- Watkins, J. M. & Cooperrider, D. (1998), “Organizational Inquiry Model for Global Social Change Organizations”, Organization Development Journal, 14(4): 97–112.
Abstract Views: 824
PDF Views: 0