Conflicting or co-existing logics – doing action research within the framework of a project in a university

Abstract

PurposeThe aim of the study was to illustrate how three different institutional logics, present in the implementation of action research, interact in a formalised project, in a traditional university setting.Design/methodology/approachThe article is empirical in nature and the research method used is an instrumental case study. The case was the implementation of action research within the framework of an educational project co-financed by EU funds, conducted in a Polish public university. The research process was conducted from September 2017 to November 2019. The following techniques were used: document analysis, in-depth interviews, participatory observation during the project. Constant comparative analysis was used as an analytical approach.FindingsThe study indicates that action research, project management and university management follow different “logics”. The dominant logic of action research is problem-solving, of project management is efficiency and of university management is compliance. These different logics and the relationship between them is explained in the paper.Originality/valueThe research enriches the ongoing discussion on logic multiplicity and project management in a new context – that of the university environment and combines the issue of the implementation of action research with broader conversations on institutional logics.