Whilst many of the issues discussed in these articles are generic to research ethics, such as confidentiality, they often had particular manifestations in this type of research. The review returned three types of article: general discussion, issues in particular studies, and studies of interview-based research ethics. This paper reports a literature review on the topic of ethical issues in in-depth interviews. It also describes some ways in which power imbalance might manifest within a participatory research project, and between a project and an IRB, and offers specific strategies for addressing this. This article addresses these challenges, presenting a framework that draws on the literature on power to consider the ethical questions involved in participatory research partnerships. Furthermore, the application of the conventional IRB framework in reviewing the ethics of participatory inquiry can itself harm human participants in such projects by limiting the participants' field of choices. This article argues that these differing assumptions regarding power contribute to the challenges participatory researchers experience in obtaining IRB approval. Institutional review boards (IRBs), however, typically operate from a framework that assumes asymmetrical power relations, hierarchically structured. Participatory research operates in a complex, dynamic social milieu and seeks to share the power inherent in knowledge generation with community partners. Organistic-oriented action research is more complex and subversive because it is guided by a primary aspiration to study the inquiry process and help it transform through increasingly intensive learning in action. Mechanistic-oriented action research encompasses traditional action research as expressed in organization development and participatory action research, leading to pragmatic outcomes such as the management of change or problem resolution. Two distinct patterns within action research may be seen. Within insider research, action research has a particular contribution to make to organizational research as it generates useful knowledge about how organizations manage change and how key actors perceive and enact their roles with regard to change. We are all insiders in our own families and organizations and a distinctive quality of knowledge generalizable to that experience can come from insider action research. Insider research is valuable because it draws on the experience of practitioners as complete members of their organizations and so makes a distinctive contribution to the development of insider knowledge about organizations and organizational change. Insider action research is a relatively neglected form of research on organizations.
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