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Recent studies in the field of human resource management (HRM) have highlighted that current research is mostly performed and consumed by academics, and is driven by theoretical and disciplinary concerns rather than practical ones. This debate has invoked the need to produce more Mode 2 research in the HRM field, that is, research driven by practical problems that integrate collaborative efforts by academics and practitioners. Yet, guidelines on how academics and practitioners may implement Mode 2 research remain disjointed and incomplete. Our study provides a phase‐based collaborative‐based framework for the implementation of Mode 2 research in the HRM field, in ways that both academic rigor and practical relevance are achieved. Our framework is informed by a comprehensive review of previous Mode 2 research, within and outside the HRM field. The proposed framework details four macro‐phases: the codevelopment of research questions with practitioners; the design of collaborative spaces and mechanisms; the design and management of double‐loop iterative research processes; and finally the academic and practice legitimization of Mode 2 outcomes. Our framework has the objective to support HRM researchers and practitioners, as well as relevant institutions and gatekeepers in the design, implementation, education, and assessment of Mode 2 research. [ABSTRACT FROM AUTHOR]

The article highlights the concept of radical circles approach for organizational transformation. Topics include the collaboration of both employees and heads through a common sequence of stages with the use of leadership support and variety of resources for a complete organizational transformation.

This article explores how abductive reasoning is central to Mode 2 organization development and change (ODC) research, despite the rarity with which it is made explicit. It differentiates between Peirce's notions of deduction, induction, and abduction in the field of ODC and explores how Mode 2 ODC research, particularly that involving collaboration between academics and practitioners, draws on abductive reasoning. It is when confronted with an array of puzzling and paradoxical data that insights constitute abductive reasoning, a fundamental element in both the production of knowledge and the development of successful organizational interventions. [ABSTRACT FROM AUTHOR]

Contemporary social science philosophy is bedevilled with debates about the nature of knowledge production. This article introduces the philosophical notion of interiority whereby, by focusing on the operations of knowledge production in the human mind, OD scholars and researchers can ground Modes 1 and 2 in a bigger picture of what is common to all research. This perspective which recognizes different ways of knowing in different situations cuts through the polarized differences between Modes 1 and 2. Rather than looking at what is different between them this article explores their complementarity through an interiority-based OD research framework. MAD statement This article focuses on how knowledge is produced in the field of organization development (OD). Mode 1 produces knowledge in a disciplinary context and aims at producing scientific knowledge. Mode 2 focuses on creating knowledge for practical use through a partnership between researchers and practitioners. Both modes are valuable for managers and OD practitioners for how they contribute to knowledge production. A comprehensive framework based on six macrophases in OD knowledge production is advanced by focusing on kind of knowledge that is needed for what purpose (an activity of the human mind which we call interiority). [ABSTRACT FROM AUTHOR]

The purpose of this study is to advance the understanding of sociotechnical systems redesign as an engine for the development of new organizational capabilities via the creation of a learning mechanisms tapestry. The research is based on a nine-year longitudinal study of an advanced rubber manufacturing plant in Israel following a one-year sociotechnical system redesign process. The study documents the sociotechnical system redesign process, structures, and mechanisms and provides eight years of the plant's economic performance indicators. The development of new organizational capabilities has been identified as critical for managerial success. The learning mechanisms that were created as a result of the sociotechnical system redesign facilitated the development of new organizational capabilities. The utilization of a tapestry of learning mechanisms as both new organizational capability and as the catalysts for the creation of new organizational capabilities is of utmost relevance to managerial practice. [ABSTRACT FROM AUTHOR]

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