Arresting moments in engaged management research

G. Greig, C. Gilmore, H. Patrick, N. Beech

Research output: Contribution to journalArticlepeer-review


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.
Original languageEnglish
Pages (from-to)267-285
Number of pages19
JournalManagement Learning
Issue number3
Publication statusPublished - 1 Jul 2013


  • Arresting moments
  • dialogue
  • emotion
  • engaged research
  • reflexivity
  • relational practice


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