<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Victoria Lakiza</style></author><author><style face="normal" font="default" size="100%">Isabelle Deschamps</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">How to Develop an Impactful Action Research Program: Insights and Lessons from a Case Study</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">action research</style></keyword><keyword><style  face="normal" font="default" size="100%">guiding principles</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">research practice gap</style></keyword><keyword><style  face="normal" font="default" size="100%">success factors</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1239</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">34-43</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Action research holds great potential for helping bridge the gap between research and practice. By working closely together, researchers and practitioners can develop tangible customized solutions based on research findings. It becomes possible to go beyond generic best practices that might need adaptation for successful implementation and use, or that may not apply at all in some contexts. In this article, the mechanisms through which action research can create the desired change and impact in both industry and academia are illustrated by describing the relevance and contribution of the main steps of a longitudinal action research program in a Canadian manufacturing company. The authors share four guiding principles and six success factors that were revealed intuitively in the course of this multi-year research program. Their hope is to contribute to a better understanding of how it is possible to develop an adaptive action research methodology to increase the potential for research relevance and organizational change. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Polytechnique Montreal
Victoria Lakiza is a senior consultant, facilitator, and coach committed to unlocking the potential of people and organizations. She is passionate about change management, organizational transformation, and building bridges between different fields and perspectives. Victoria has a Master’s degree in Industrial Engineering from Polytechnique Montreal in Canada. Her action research Master’s project allowed her to deepen her knowledge and understanding of organizational change dynamics and of the role of performance measurement in promoting culture change while trying to bridge the gap between research and practice. Victoria’s professional experience includes supporting a culture shift towards intrapreneurship, developing a complete performance measurement system, and managing an organizational restructuring and re-branding in an innovative engineering consulting company. Concurrently, she was co-leading a volunteer initiative aiming to accelerate sustainable innovations in organizations through the development of intrapreneurial leaders. </style></custom1><custom2><style face="normal" font="default" size="100%">Polytechnique Montreal
Isabelle Deschamps is a professional engineer, business manager, coach, and entrepreneur active in the areas of technology incubation, venture capital, intellectual property strategy, and hi-tech financing. In her 35-year career, she has been guiding innovation strategy and accompanying in both technological and organizational changes dozens of startups, SMEs, and R&amp;D groups in information technologies, new materials, 3D print, cleantech, and medical devices. Isabelle is a recognized professor and researcher at HEC Montreal, ÉTS, and Polytechnique Montreal in Canada. She is a speaker and expert in technology entrepreneurship, innovation and product management, science and technology policy and ecosystems, and SME financing. Isabelle advises Canadian industrial clusters, R&amp;D consortia, governmental agencies, and ecosystem members, such as the National Research Council Canada, Prima Quebec, Aero Montreal, and TechnoMontreal. She specializes in longitudinal and action research field studies, and she has published on the topics of technology implementation, innovation strategy and management, crisis management, open and collaborative innovation, industry research projects, and startup incubation. Isabelle is a metallurgist (Polytechnique Montreal) and holds an MBA (HEC Montreal) and a DBA (Harvard Business School) in Technology Management and Organizational Psychology.</style></custom2></record></records></xml>