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Creatively expanding research from work-based learning
Scott, Deborah
Scott, Deborah
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Abstract
Purpose – The purpose of this paper is to explore the potential of creativity in work-based research and
practice to yield deeper understanding of practice situations. Unexpected insights can lead one (or a team) to
identify new approaches, tackling workplace issues differently, leading to unexpected outcomes of long-term
impact.
Design/methodology/approach – This paper draws on work conducted for a doctoral thesis, investigating
the impact of work-based learning for recent masters graduates of a work-based learning programme. Fiction
was incorporated into analysis of the data, creating play scripts to represent key aspects of the researcher’s
perceptions and interpretations for each participant.
Findings – Research participants experienced personal, professional and organisational impact, although
there was considerable variability between individuals. Additionally, societal impact was wished for and/or
effected. The approach to representation of analysis, which involved fictionalising participants’ experiences,
created a strong Thirdspace liminality. This appeared to deepen awareness and understanding.
Research limitations/implications – Such approaches can transform the researcher’s perspective,
prompting insights which lead to further adventure and development in work-based research and practice.
Practical implications – Managers and employees taking creative approaches in the workplace can prompt
wide-ranging development and, with professional judgement, be constructive.
Social implications – Managers and employees taking creative approaches in the workplace can prompt
wide-ranging development and, with professional judgement, be constructive.
Originality/value – The creation of play scripts, representing an interpretation of participants’ stories about
their work-based learning experience, is an innovative feature of this work.
Citation
Scott, D. (2020). Creatively expanding research from work-based learning. Journal of Work-Applied Management, 12(2), 115-125
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Emerald
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Journal of Work-Applied Management
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Article