In this chapter we invite qualitative scholars to combine case study and action research in a systematic way. Such a sequential combination enable researchers to secure access to real-case settings for multiple publication opportunities, establish relationships and mutual trust for studying in-depth and longitudinal dynamics, and adopt a problem-solving approach to ensure the relevance of our research activities. We illustrate this combination through an empirical case of ERP implementation and use in China where the research team was first analyzing the organizational settings following a case study approach before switching to an action research stance for implementing change in the organization. We conclude by proposing a framework composed of the four research phases identified by Mingers (2001), viz.: appreciation, analysis, assessment, and action. For each phase we discuss the dominant approach that structures it, and how knowledge acquisition is guided.
MALAURENT, J., M. DAVISON, R. et H.M. WONG, L. (2023). Case study followed by action research: enhancing researcher and practitioner outcomes. Dans: Robert M. Davison (ed.). Handbook of Qualitative Research Methods for Information Systems. 1st ed. Cheltenham: Edward Elgar Publishing Ltd, pp. 149-162.