ABSTRACT

Almost all higher educational institutions have built some kind of fieldwork project into the advanced stages of their programmes and the research project should integrate theory, practice, knowledge and skills.

Students should be able to apply their acquired knowledge and understanding in a manner that indicates a professional approach to their work or vocation, and have the ability to integrate knowledge and handle complexity, and formulate judgements with incomplete or limited information. It is important that they can communicate their conclusions and the knowledge and rationale underpinning these to specialist and non-specialist audiences clearly and unambiguously.

Business Research Projects offers the reader a comprehensive framework for going through the successive process steps of the fieldwork project. There is a logbook which provides for each of the ten steps a checklist enabling students to document the progress of their projects and communicate about the project with their coaches and supervisors.

Successful projects require specific process knowledge and skills:

• Recognition and description of an organisational problem.
• Design and organisation of a research project.
• Communication with people on different levels within the organisation.
• Interviewing, listening, negotiating, giving presentations, persuading people.
• Project management.
• Developing solutions in collaboration with people in the organisation.
• Implementation of accepted solutions.

part |2 pages

Model of a fieldwork project

part |2 pages

The Ten-Step Plan

chapter |9 pages

Step 1: External orientation

chapter |17 pages

Step 2: The intake meeting

chapter |17 pages

Step 3: Orientational interviews

chapter |17 pages

Step 4: The analysis

chapter |17 pages

Step 5: Feedback/contracting

chapter |16 pages

Step 6: Work planning and organization

chapter |22 pages

Step 7: In-depth research

chapter |16 pages

Step 8: Solution plan

chapter |19 pages

Step 9: Implementation

chapter |9 pages

Step 10: Conclusion and evaluation

part |2 pages

Divergent scenarios

chapter |10 pages

Alternative consultancy processes