Table 1 Data collection and examples of... | Emerald Publishing

Table 1

Data collection and examples of empirical data from each phase

Action research phase	Data collection	Empirical example
Planning. Outlined how (each step of) the SDP would be carried out, i.e. tested, in the field. This phase prepared how the SDP should be tested and evaluated, which can be described as “planning within planning”	Documents were reviewed to ensure alignment with the manufacturing company's current practices. Workshops with the research team were conducted to prepare new materials, and interviews with maintenance managers provided additional input	Documents included strategic plans and goal documents from the manufacturing company. Workshops prepared the SMART model and roadmapping activities. Semi-structured interviews provided checkpoints
Acting. Executed the planning phase, which focused on the “do's” of testing and evaluating the SDP, allowing both researchers and maintenance professionals to collaborate and integrate it into daily operations	Documents, workshops, and interviews were conducted at the manufacturing company to carry out the activities and collect data. The execution was led by the research team and involved the team itself, maintenance managers, and, at times, other professionals	Documents developed new templates for the manufacturing company. Workshops generated A3s, activity plans, and Gantt charts for each activity. Interviews validated the created materials
Observing. Monitored the SDP work to capture hidden insights, challenges, and outcomes in the acting phase. This phase focused on revealing changes and learning, helping the research team refine its understanding of how the SDP actually unfolded in practice	Observations were digitally recorded throughout the study, noting details such as actor, time, situation, and underlying sentiments that could influence documents, workshops, and interviews with the research team, maintenance managers, and other professionals	Observations in workshops captured different perspectives on goal-setting and the delayed effects on brainstorming key activities. Observations in interviews identified varying levels of basic knowledge in SM.
Reflecting. Analyzed the final SDP progression to determine whether actions from the acting and observing phases met the objectives set in the planning phase. Identified factors influencing the SDP guided improvements for the next action research cycle	Workshops, interviews and observations were used to evaluate findings and reflect on areas of improvement for the SDP. Findings were discussed with the research team when needed, and all findings were also compared with the related literature	Observations showed an interest from the research team in being more involved in goal-setting. Workshops concluded that working on goals simultaneously complicated the process and reduced clarity
Reconceptualization. Captured the most important findings from the reflecting phase to facilitate the SM implementation. Lessons learned came from all action research phases and provided explicit guidance on how to refine the SDP	Documents were compiled with the most important findings to refine the SDP. Interviews were conducted with the research team, maintenance managers, and other professionals to reach consensus	Documents consisted of lessons learned, discuss SM benchmarking results in small groups, provide support material when setting clear goals, and authorize people when planning key activities

Action research phase	Data collection	Empirical example
Planning. Outlined how (each step of) the SDP would be carried out, i.e. tested, in the field. This phase prepared how the SDP should be tested and evaluated, which can be described as “planning within planning”	Documents were reviewed to ensure alignment with the manufacturing company's current practices. Workshops with the research team were conducted to prepare new materials, and interviews with maintenance managers provided additional input	Documents included strategic plans and goal documents from the manufacturing company. Workshops prepared the SMART model and roadmapping activities. Semi-structured interviews provided checkpoints
Acting. Executed the planning phase, which focused on the “do's” of testing and evaluating the SDP, allowing both researchers and maintenance professionals to collaborate and integrate it into daily operations	Documents, workshops, and interviews were conducted at the manufacturing company to carry out the activities and collect data. The execution was led by the research team and involved the team itself, maintenance managers, and, at times, other professionals	Documents developed new templates for the manufacturing company. Workshops generated A3s, activity plans, and Gantt charts for each activity. Interviews validated the created materials
Observing. Monitored the SDP work to capture hidden insights, challenges, and outcomes in the acting phase. This phase focused on revealing changes and learning, helping the research team refine its understanding of how the SDP actually unfolded in practice	Observations were digitally recorded throughout the study, noting details such as actor, time, situation, and underlying sentiments that could influence documents, workshops, and interviews with the research team, maintenance managers, and other professionals	Observations in workshops captured different perspectives on goal-setting and the delayed effects on brainstorming key activities. Observations in interviews identified varying levels of basic knowledge in SM.
Reflecting. Analyzed the final SDP progression to determine whether actions from the acting and observing phases met the objectives set in the planning phase. Identified factors influencing the SDP guided improvements for the next action research cycle	Workshops, interviews and observations were used to evaluate findings and reflect on areas of improvement for the SDP. Findings were discussed with the research team when needed, and all findings were also compared with the related literature	Observations showed an interest from the research team in being more involved in goal-setting. Workshops concluded that working on goals simultaneously complicated the process and reduced clarity
Reconceptualization. Captured the most important findings from the reflecting phase to facilitate the SM implementation. Lessons learned came from all action research phases and provided explicit guidance on how to refine the SDP	Documents were compiled with the most important findings to refine the SDP. Interviews were conducted with the research team, maintenance managers, and other professionals to reach consensus	Documents consisted of lessons learned, discuss SM benchmarking results in small groups, provide support material when setting clear goals, and authorize people when planning key activities

Source(s): Authors’ own work