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Arresting moments in engaged management research

Greig, Gail; Gilmore, Charlotte; Patrick, Holly; Beech, Nic


Gail Greig

Charlotte Gilmore

Nic Beech


We contribute to the literature on the production of knowledge through engaged management and organisational research. We explore how relational practices in management and organisational research may interpenetrate and change one another, thereby potentially producing new knowledge. We demonstrate the importance of the disruptive qualities of arresting moments in this process. We present data from within ongoing engaged management and organisational research at an arts festival involving related music, management and research practices, during which two arresting moments arose: one in our own core research practice, the other in related music and management practices. We found arresting moments were preceded by increasingly intense divisions between practices, when practitioners experienced increasingly entrenched views and heightened emotions. Arresting moments sometimes followed, producing an empathetic connection between practitioners, so that they could suddenly see situations from a new perspective. In this way, arresting moments could produce opportunities for (self-) reflexivity and the possibility of reconstructing knowing in relational practices.


Greig, G., Gilmore, C., Patrick, H., & Beech, N. (2013). Arresting moments in engaged management research. Management Learning, 44(3), 267-285.

Journal Article Type Article
Acceptance Date Jan 1, 2012
Online Publication Date Apr 25, 2012
Publication Date Jul 1, 2013
Deposit Date Sep 22, 2016
Journal Management Learning
Print ISSN 1350-5076
Electronic ISSN 1461-7307
Publisher SAGE Publications
Peer Reviewed Peer Reviewed
Volume 44
Issue 3
Pages 267-285
Keywords Arresting moments, dialogue, emotion, engaged research, reflexivity, relational practice
Public URL