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		<PublisherName>Baywood Publishing Company</PublisherName>
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	<Journal>
		<JournalInfo JournalType="Journals">
			<JournalPrintISSN>1938-4998</JournalPrintISSN>
			<JournalElectronicISSN>1938-5005</JournalElectronicISSN>
			<JournalTitle>Journal of Workplace Rights</JournalTitle>
			<JournalCode>BWWR</JournalCode>
			<JournalID>121043</JournalID>
			<JournalURL>http://baywood.metapress.com/link.asp?target=journal&amp;id=121043</JournalURL>
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		<Volume>
			<VolumeInfo>
				<VolumeNumber>13</VolumeNumber>
			</VolumeInfo>
			<Issue>
				<IssueInfo IssueType="Regular">
					<IssueNumberBegin>2</IssueNumberBegin>
					<IssueNumberEnd>2</IssueNumberEnd>
					<IssueSupplement>0</IssueSupplement>
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					<IssueSequence>000013000220080101</IssueSequence>
					<IssuePublicationDate>
						<CoverDate Year="2008" Month="1" Day="1"/>
						<CoverDisplay>Number 2 / 2008</CoverDisplay>
					</IssuePublicationDate>
					<IssueID>U33832113650</IssueID>
					<IssueURL>http://baywood.metapress.com/link.asp?target=issue&amp;id=U33832113650</IssueURL>
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				<Article ArticleType="Original">
					<ArticleInfo Free="No" ESM="No">
						<ArticleDOI>10.2190/WR.13.2.d</ArticleDOI>
						<ArticlePII>0611653040X10M3H</ArticlePII>
						<ArticleSequenceNumber>4</ArticleSequenceNumber>
						<ArticleTitle Language="En">Could Action Research Provide the Key to TrueWorkplace Collaboration?</ArticleTitle>
						<ArticleFirstPage>147</ArticleFirstPage>
						<ArticleLastPage>166</ArticleLastPage>
						<ArticleHistory>
							<RegistrationDate>20081118</RegistrationDate>
							<ReceivedDate>20081118</ReceivedDate>
							<Accepted>20081118</Accepted>
							<OnlineDate>20081118</OnlineDate>
						</ArticleHistory>
						<FullTextFileName>0611653040X10M3H.pdf</FullTextFileName>
						<FullTextURL>http://baywood.metapress.com/link.asp?target=contribution&amp;id=0611653040X10M3H</FullTextURL>
						<Composite>2</Composite>
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					<ArticleHeader>
						<AuthorGroup>
							<Author AffiliationID="A1">
								<GivenName>Linda</GivenName>
								<Initials/>
								<FamilyName>Twiname</FamilyName>
								<Degrees/>
								<Roles/>
							</Author>
							<Affiliation AFFID="A1">
								<OrgDivision/>
								<OrgName>University of Waikato, Hamilton, New Zealand</OrgName>
								<OrgAddress/>
							</Affiliation>
						</AuthorGroup>
						<Abstract Language="En">Management practices that serve principles of &quot;efficiency&quot; and &quot;effectiveness&quot; in the capitalist understanding of such notions have generated work practices that purport to empower employees under the guise of employee participation programs. In the fieldwork reported here, action research was used as a vehicle to initiate collaborative workplace engagements for the benefit of an organization &lt;i&gt;and&lt;/i&gt; its employees. Our results have implications for action researchers and for social construction theory. We found that collaborative behaviors, modeled through action research to all organization levels, have the potential to initiate change toward respectful pluralist engagements. Authentic participation requires a supportive environment in order for organizations and their employees to truly flourish. It became apparent that New Zealand employment law provided a framework within which to work collaboratively, but the will to do so was not fully evident. However, through action research, the participants began to construct their &quot;common sense&quot; (Berger &amp; Luckmann, 1966: 37) of their shared workplace reality and goals.</Abstract>
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