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Interactive reflexivity: a means to addressing methodological challenges in international research in management

Author

Listed:
  • Gianpaolo Abatecola

    (Università degli Studi di Roma Tor Vergata [Roma, Italia] = University of Rome Tor Vergata [Rome, Italy] = Université de Rome Tor Vergata [Rome, Italie])

  • Florence Allard-Poesi

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12, UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Tugce Ataci

    (UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Matteo Cristofaro

    (Università degli Studi di Roma Tor Vergata [Roma, Italia] = University of Rome Tor Vergata [Rome, Italy] = Université de Rome Tor Vergata [Rome, Italie])

  • Oskar Kosch

    (Krakow University of Economics)

  • Bill Lee

    (University of Sheffield [Sheffield])

  • Michael P Schlaile

    (Leibniz Centre for Agricultural Landscape Research (ZALF))

  • Davide Secchi

    (SDU - University of Southern Denmark)

  • Marek Szarucki

    (Krakow University of Economics)

  • Huiping Xian

    (University of Leicester)

Abstract

Purpose -The non-academic impact of management research is increasing in importance, albeit at different rates between European countries. Management research -like the organizations studied -is increasingly international. If non-academic impact from academic research is to be realised in different countries, it is important that there are shared understandings of the meaning of impact and its realisation in different contexts. The authors established an international team to conduct a research programme to understand different meanings, obstacles and facilitators of non-academic impact in six different European countries. This "In Motion" article develops the concept of interactive reflectivity for the purpose of explaining the key problems encountered in this programme of research and how those problems were addressed when establishing such a team. Design/methodology/approach -The article uses an emergent case study that is adaptable to new and changing circumstances to report and reflect on the challenges associated with developing an international team. Findings -Various substantive challenges -including language to be used, targeted academic population, strategies to reach respondents and key concepts such as "engagement" -were addressed and resolved when they emerged through the team's interactive reflexivity. Practical implications -Interactive reflexivity is a useful concept for finding solutions in both management practice and international research. Originality/value -This article's unique contribution is how the concept of interactive reflexivity facilitated solutions to challenges encountered when establishing a truly multinational, European-wide team to investigate the non-academic impact of management research in different countries.

Suggested Citation

  • Gianpaolo Abatecola & Florence Allard-Poesi & Tugce Ataci & Matteo Cristofaro & Oskar Kosch & Bill Lee & Michael P Schlaile & Davide Secchi & Marek Szarucki & Huiping Xian, 2025. "Interactive reflexivity: a means to addressing methodological challenges in international research in management," Post-Print hal-05033972, HAL.
    • Handle: RePEc:hal:journl:hal-05033972
    DOI: 10.1108/MD-11-2023-2107
    Note: View the original document on HAL open archive server: https://hal.science/hal-05033972v1
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    References listed on IDEAS

    as
    1. Paul Hibbert & Ann Cunliffe, 2015. "Responsible Management: Engaging Moral Reflexive Practice Through Threshold Concepts," Journal of Business Ethics, Springer, vol. 127(1), pages 177-188, March.
    2. Agnieszka Chidlow & Emmanuella Plakoyiannaki & Catherine Welch, 2014. "Translation in cross-language international business research: Beyond equivalence," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 45(5), pages 562-582, June.
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