Publications
Selected publications
- Enacting critical learning: power, politics and emotions at work (Journal article - 2015)
- Critical action learning (Chapter - 2005)
- Exploring and Exploiting the Dynamics of Networks in Complex Applied Research Projects: A Reflection on Learning in Action (Journal article - 2021)
- Public Service Leadership in a Digital Future - Lessons from the COVID-19 Pandemic (Report - 2021)
- A practice perspective on knowledge, learning and innovation – insights from an EU network of small food producers (Journal article - 2021)
- The inseparable connection between leadership, agency, power and collaboration in a primary educational setting (Journal article - 2020)
- Somatic Learning: bringing the body into critical reflection (Journal article - 2018)
- Becoming a scholarly management practitioner-Entanglements between the worlds of practice and scholarship (Journal article - 2021)
2023
Collaborative Inquiry Fuelled by Reflexive Learning: Changing Change
Antonacopoulou, E. P., Bento, R., Edward, G., Hawkins, B., Moldjord, C., Rigg, C., . . . Stokkeland, C. C. (2023). Collaborative Inquiry Fuelled by Reflexive Learning: Changing Change. JOURNAL OF APPLIED BEHAVIORAL SCIENCE. doi:10.1177/00218863231183217
Post-cyclonic migration in coastal areas: An assessment of who, where, why migrates, and barriers to migration
Mustafa, S., Newport, D., & Rigg, C. (2023). Post-cyclonic migration in coastal areas: An assessment of who, where, why migrates, and barriers to migration. INTERNATIONAL JOURNAL OF DISASTER RISK REDUCTION, 92. doi:10.1016/j.ijdrr.2023.103726
How to facilitate critical action learning
Hauser, B., Rigg, C., Trehan, K., & Vince, R. (2023). How to facilitate critical action learning. ACTION LEARNING, 20(2), 116-131. doi:10.1080/14767333.2023.2206994
EMBEDDING A "REFLEXIVE MINDSET": LESSONS FROM RECONFIGURING THE INTERNAL AUDITING PRACTICE
Soh, W. G., Antonacopoulou, E. P., Rigg, C., & Bento, R. (2023). EMBEDDING A "REFLEXIVE MINDSET": LESSONS FROM RECONFIGURING THE INTERNAL AUDITING PRACTICE. ACADEMY OF MANAGEMENT LEARNING & EDUCATION, 22(1), 88-111. doi:10.5465/amle.2021.0182
Does Distribution and Type of Aid Affect Internal Migration Following a Cyclone? Evidence from Bangladesh
2022
In Search of Diversity in Management Education
Trehan, K., & Rigg, C. (2022). In Search of Diversity in Management Education. In The Future of Management Education (pp. 108-126). Routledge. doi:10.4324/9781003095903-9
2021
Writing an Account of Practice as a process of theorising in action learning
Coghlan, D., & Rigg, C. (2021). Writing an Account of Practice as a process of theorising in action learning. ACTION LEARNING. doi:10.1080/14767333.2021.1973958
A practice perspective on knowledge, learning and innovation – insights from an EU network of small food producers
Rigg, C. (n.d.). A practice perspective on knowledge, learning and innovation – insights from an EU network of small food producers. Entrepreneurship and Regional Development. doi:10.1080/08985626.2021.1877832
Becoming a scholarly management practitioner-Entanglements between the worlds of practice and scholarship
Rigg, C., Ellwood, P., & Anderson, L. (2021). Becoming a scholarly management practitioner-Entanglements between the worlds of practice and scholarship. INTERNATIONAL JOURNAL OF MANAGEMENT EDUCATION, 19(2). doi:10.1016/j.ijme.2021.100497
Integrating Mindfulness Into Leadership Development
Sanyal, C., & Rigg, C. (2021). Integrating Mindfulness Into Leadership Development. JOURNAL OF MANAGEMENT EDUCATION, 45(2), 243-264. doi:10.1177/1052562920934040
INTERPRETING OUR TRADITION
Hibbert, P., Coraiola, D. M., Caza, A., Gerhardt, M., Greenberg, D., Laasch, O., . . . Wright, A. L. (2021). INTERPRETING OUR TRADITION. ACADEMY OF MANAGEMENT LEARNING & EDUCATION, 20(1), 1-5. doi:10.5465/amle.2021.0038
Exploring and Exploiting the Dynamics of Networks in Complex Applied Research Projects: A Reflection on Learning in Action
Rigg, C., Coughlan, P., Coghlan, D., & O'Leary, D. (2021). Exploring and Exploiting the Dynamicsof Networks in Complex Applied ResearchProjects: A Reflection on Learning in Action. British Journal of Management. doi:10.1111/1467-8551.12482
Public Service Leadership in a Digital Future - Lessons from the COVID-19 Pandemic
Rigg, C., Myers, K., & Knights, J. (2021). Public Service Leadership in a Digital Future - Lessons from the COVID-19 Pandemic (Policy Briefing 035). doi:10.17638/03116378
Embedding a ‘Reflexive Mindset:’ Lessons from Reconfiguring the Internal Auditing Function
Soh, W. G., Antonacopoulou, E. P., Rigg, C., & Bento, R. F. (2021). Embedding a ‘Reflexive Mindset:’ Lessons from Reconfiguring the Internal Auditing Function. In Academy of Management Proceedings Vol. 2021 (pp. 11851). Academy of Management. doi:10.5465/ambpp.2021.61
2020
The inseparable connection between leadership, agency, power and collaboration in a primary educational setting
Humphreys, D. M., & Rigg, C. (2020). The inseparable connection between leadership, agency, power and collaboration in a primary educational setting. LEADERSHIP, 16(6), 712-737. doi:10.1177/1742715020931285
2019
What can action learning offer a troubled world?
Rigg, C. (2019). What can action learning offer a troubled world?. ACTION LEARNING, 16(1), 1-2. doi:10.1080/14767333.2018.1562017
2018
Somatic Learning: bringing the body into critical reflection
Rigg, C. (2018). Somatic Learning: bringing the body into critical reflection. Management Learning, 49(2), 150-167. doi:10.1177/1350507617729973
Critical action learning
Trehan, K., Vince, R., Anderson, L., & Rigg, C. (2018). Critical action learning. MANAGEMENT LEARNING, 49(1), 67-68. doi:10.1177/1350507617748283
Past, present and future – how do we know what we know in action learning?
Rigg, C. (2018). Past, present and future - how do we know what we know in action learning?. In ACTION LEARNING (Vol. 15, Iss. 1, pp. 1-2). doi:10.1080/14767333.2017.1414681
2017
Translation across multiple boundaries
Rigg, C. (2017). Translation across multiple boundaries. In ACTION LEARNING (Vol. 14, Iss. 2, pp. 2). doi:10.1080/14767333.2017.1316545
Turning to case studies as a mechanism for learning in action learning
O'Leary, D., Coughlan, P., Rigg, C., & Coghlan, D. (2017). Turning to case studies as a mechanism for learning in action learning. ACTION LEARNING, 14(1), 3-17. doi:10.1080/14767333.2016.1245652
Leadership Matters
Leadership Matters (n.d.). Routledge. doi:10.4324/9781351263641
2016
Action learning and action research – revisiting similarities, differences, complementarities and whether it matters
Rigg, C., & Coghlan, D. (2016). Action learning and action research - revisiting similarities, differences, complementarities and whether it matters. In ACTION LEARNING (Vol. 13, Iss. 3, pp. 201-203). doi:10.1080/14767333.2016.1220164
Conscious unlearning, unconscious unlearning and forgetfulness - a plea to record our action learning experiences
Rigg, C. (2016). Conscious unlearning, unconscious unlearning and forgetfulness - a plea to record our action learning experiences. In ACTION LEARNING (Vol. 13, Iss. 3, pp. 199-200). doi:10.1080/14767333.2016.1220173
Supporting Sustainability through Developing a Learning Network among Traditional Food Producers: Applications of Action Learning
Coughlan, P., Coghlan, D., O’Leary, D., Rigg, C., & Barrett, D. (2016). Supporting Sustainability through Developing a Learning Network among Traditional Food Producers: Applications of Action Learning. In Organizing for Sustainable Effectiveness (pp. 59-81). Emerald Group Publishing Limited. doi:10.1108/s2045-060520160000005011
How can the concept of mindfulness be effectively integrated within management learning: a pilot case study within a Public Sector Leadership and Management post-graduate programme
Rigg, C., & Sanyal, C. (2016, June 8). How can the concept of mindfulness be effectively integrated within management learning: a pilot case study within a Public Sector Leadership and Management post-graduate programme. In International Conference on Human Resource Development Research and Practice. Manchester.
Being in the world, not just in the mind: Considering contrasting traditions of mindfulness for critical reflection
Rigg, C. (2016, July 7). Being in the world, not just in the mind: Considering contrasting traditions of mindfulness for critical reflection. In European Group for Organizational Studies. Naples.
Action learning - making a 'research turn'
Rigg, C. (2016). Action learning - making a 'research turn'. In ACTION LEARNING (Vol. 13, Iss. 1, pp. 1-2). doi:10.1080/14767333.2015.1130356
Addressing systemic issues in public services
Rigg, C. (2016). Addressing systemic issues in public services. In Action Learning in Practice (pp. 233-247). doi:10.4324/9781315565521-28
2015
Mistrust, secrecy and suspicion
Rigg, C. (2015). Mistrust, secrecy and suspicion. In ACTION LEARNING (Vol. 12, Iss. 3, pp. 259-260). doi:10.1080/14767333.2015.1094627
Realising Critical HRD . Stories of Reflecting, Voicing, and Enacting Critical Practice
Callahan, J., Stewart, J., Rigg, C., Sambrook, S., & Trehan, K. (2015). Realising Critical HRD . Stories of Reflecting, Voicing, and Enacting Critical Practice (1 ed.). C. Rigg (Ed.), Cambridge: Cambridge Scholars Publishing.
Critical action learning research: opportunities and challenges for HRD research and practice
Trehan, K., & Rigg, C. (2015). Critical action learning research: opportunities and challenges for HRD research and practice. In Handbook of Research Methods on Human Resource Development. Edward Elgar Publishing. doi:10.4337/9781781009246.00019
Enacting critical learning: power, politics and emotions at work
Trehan, K., & Rigg, C. (2015). Enacting critical learning: power, politics and emotions at work. STUDIES IN HIGHER EDUCATION, 40(5), 791-805. doi:10.1080/03075079.2013.842208
Problem solving or learning - which is priority?
Rigg, C. (2015). Problem solving or learning - which is priority?. In ACTION LEARNING (Vol. 12, Iss. 1, pp. 1-2). doi:10.1080/14767333.2015.1006924
Managing Talented Employees
Rigg, C. (2015). Managing Talented Employees. In Human Resource Development: A Concise Introduction. London: Palgrave MacMillan.
2014
Creating, maintaining and disrupting action learning: gaps and openings across the world
Rigg, C. (2014). Creating, maintaining and disrupting action learning: gaps and openings across the world. In Action Learning: Research and Practice (Vol. 11, Iss. 3, pp. 261-263). Informa UK Limited. doi:10.1080/14767333.2014.965928
Realizing the critical in CHRD: strategies for research and practice
Stewart, J., Callahan, J., Rigg, C., Sambrook, S., & Trehan, K. (2014). Realizing the critical in CHRD: strategies for research and practice. Human Resource Development International, 17(4), 379-383. doi:10.1080/13678868.2014.932084
Action Learning for Team and Organization Development
Rigg, C. (2014). Action Learning for Team and Organization Development. In Human Resource Development. Practices and Orthodoxies. London: Palgrave MacMillan.
Inter-organisational Action Research
Rigg, C., & O'Mahony, N. (2014). Inter-organisational Action Research. In Sage Encyclopaedia of Action Research. London & New York: Sage.
Praxeology
Rigg, C. (2014). Praxeology. In Sage Encyclopaedia of Action Research. London & New York: Sage.
2013
The paradox of facilitation in action learning
Trehan, K., & Rigg, C. (2013). The paradox of facilitation in action learning. In Action Learning: Research and Practice (Vol. 10, Iss. 3, pp. 211-213). Informa UK Limited. doi:10.1080/14767333.2013.840069
Knowledge through and on action learning
Rigg, C., & Trehan, K. (2013). Knowledge through and on action learning. In Action Learning: Research and Practice (Vol. 10, Iss. 2, pp. 105-106). Informa UK Limited. doi:10.1080/14767333.2013.799385
Action learning – reach, range and evolution
Rigg, C., & Trehan, K. (2013). Action learning – reach, range and evolution. In Action Learning: Research and Practice (Vol. 10, Iss. 1, pp. 1-3). Informa UK Limited. doi:10.1080/14767333.2012.758892
'These are the people you need to talk to' The role of non-state organizations in international policy transfer to Ireland's Official Languages Act (2003)
Rigg, C., Laoire, M. O., & Georgiou, V. (2013). 'These are the people you need to talk to' The role of non-state organizations in international policy transfer to Ireland's Official Languages Act (2003). In POLICY TRANSFER AND LEARNING IN PUBLIC POLICY AND MANAGEMENT: INTERNATIONAL CONTEXTS, CONTENT AND DEVELOPMENT (Vol. 14, pp. 146-166). Retrieved from https://www.webofscience.com/
Frustrations in Collaborative Working Insights from institutional theory
Rigg, C., & O'Mahony, N. (2013). Frustrations in Collaborative Working Insights from institutional theory. PUBLIC MANAGEMENT REVIEW, 15(1), 83-108. doi:10.1080/14719037.2012.686231
2012
Action Learning as Praxis in Learning and Changing
Coghlan, D., & Rigg, C. (2012). Action Learning as Praxis in Learning and Changing. Unknown Journal, 59-89. doi:10.1108/s0897-3016(2012)0000020006
The impact of action learning: what difference are we making?
Trehan, K., & Rigg, C. (2012). The impact of action learning: what difference are we making?. In Action Learning: Research and Practice (Vol. 9, Iss. 3, pp. 207-208). Informa UK Limited. doi:10.1080/14767333.2012.722355
Conditions for learning
Rigg, C., & Coghlan, D. (2012). Conditions for learning. In Action Learning: Research and Practice (Vol. 9, Iss. 2, pp. 165). Informa UK Limited. doi:10.1080/14767333.2012.687913
Critical reflection – opportunities for action learning
Trehan, K., & Rigg, C. (2012). Critical reflection – opportunities for action learning. In Action Learning: Research and Practice (Vol. 9, Iss. 2, pp. 107-109). Informa UK Limited. doi:10.1080/14767333.2012.687912
Becoming an entrepreneur: researching the role of mentors in identity construction
Rigg, C., & O'Dwyer, B. (2012). Becoming an entrepreneur: researching the role of mentors in identity construction. Education + Training, 54(4), 319-329. doi:10.1108/00400911211236181
Action learning: critical accounts of practice
Coghlan, D., Rigg, C., & Trehan, K. (2012). Action learning: critical accounts of practice. In Action Learning: Research and Practice (Vol. 9, Iss. 1, pp. 1-3). Informa UK Limited. doi:10.1080/14767333.2012.656886
Action Learning
Rigg, C., & Trehan, K. (2012). Action Learning. In Encyclopedia of the Sciences of Learning (pp. 62-66). Springer US. doi:10.1007/978-1-4419-1428-6_824
2011
When is the right time?
Rigg, C., & Coghlan, D. (2011). When is the right time?. In Action Learning: Research and Practice (Vol. 8, Iss. 3, pp. 253-254). Informa UK Limited. doi:10.1080/14767333.2011.617138
Editorial
Coghlan, D., & Rigg, C. (2011). Editorial. In Action Learning: Research and Practice (Vol. 8, Iss. 2, pp. 147). Informa UK Limited. doi:10.1080/14767333.2011.581036
Theorising critical HRD: a paradox of intricacy and discrepancy
Trehan, K., & Rigg, C. (2011). Theorising critical HRD: a paradox of intricacy and discrepancy. Journal of European Industrial Training, 35(3), 276-290. doi:10.1108/03090591111120421
Editorial
Rigg, C., & Coghlan, D. (2011). Editorial. In Action Learning: Research and Practice (Vol. 8, Iss. 1, pp. 41). Informa UK Limited. doi:10.1080/14767333.2011.549324
Systemic action and learning in public services
Rigg, C. (2011). Systemic action and learning in public services. Action Learning: Research and Practice, 8(1), 15-26. doi:10.1080/14767333.2011.549322
Learning and Talent Development
Stewart, J., & Rigg, C. (2011). Learning and Talent Development. Kogan Page Publishers.
2010
What is an account of practice, why write one and why does the journal publish them?
Rigg, C., & Coghlan, D. (2010). What is an account of practice, why write one and why does the journal publish them?. In Action Learning: Research and Practice (Vol. 7, Iss. 3, pp. 285-286). Informa UK Limited. doi:10.1080/14767333.2010.518374
INTRODUCTION TO ACCOUNTS OF PRACTICE
Coghlan, D., & Rigg, C. (2010). INTRODUCTION TO ACCOUNTS OF PRACTICE. In Action Learning: Research and Practice (Vol. 7, Iss. 2, pp. 205). Informa UK Limited. doi:10.1080/14767333.2010.503695
INTRODUCTION TO ACCOUNTS OF PRACTICE: Facing the challenges within
Rigg, C., & Coghlan, D. (2010). INTRODUCTION TO ACCOUNTS OF PRACTICE: Facing the challenges within. In Action Learning: Research and Practice (Vol. 7, Iss. 1, pp. 73). Informa UK Limited. doi:10.1080/14767330903576994
2008
Becoming a community of critically reflective HR practitioners
Lawless, A., & McQue, L. (2008). Becoming a community of critically reflective HR practitioners. Journal of European Industrial Training, 32(5), 323-335. doi:10.1108/03090590810877058
Critical reflection in the workplace: is it just too difficult?
Rigg, C., & Trehan, K. (2008). Critical reflection in the workplace: is it just too difficult?. Journal of European Industrial Training, 32(5), 374-384. doi:10.1108/03090590810877094
Critically reflective practice in human resource development
Rigg, C., Trehan, K., & Stewart, J. (2008). Critically reflective practice in human resource development. Journal of European Industrial Training, 32(5). doi:10.1108/jeit.2008.00332eaa.001
2007
Corporate technocrats or world stewards? What's the point of management development?
Rigg, C. (2007). Corporate technocrats or world stewards? What's the point of management development?. In MANAGEMENT DEVELOPMENT: PERSPECTIVES FROM RESEARCH AND PRACTICE (Vol. 16, pp. 9-22). Retrieved from https://www.webofscience.com/
Critical Human Resource Development Beyond Orthodoxy
Stewart, J., Rigg, C., & Trehan, K. (2007). Critical Human Resource Development Beyond Orthodoxy. Pearson Education.
2006
Action Learning, Leadership and Organizational Development in Public Services
Rigg, C., & Richards, S. (2006). Action Learning, Leadership and Organizational Development in Public Services. Routledge.
2005
Critical action learning
Critical action learning (2005). In Unknown Book (Vol. 2, pp. 1-6). Informa UK Limited. doi:10.1080/14767330500041053
Critical Thinking in Human Resource Development
Elliott, C., & Turnbull, S. (Eds.) (n.d.). Critical Thinking in Human Resource Development. In . Routledge. doi:10.4324/9780203313312
“It's in the way they talk”
Rigg, C. (2005). “It's in the way they talk”. International Journal of Entrepreneurial Behavior & Research, 11(1), 58-75. doi:10.1108/13552550510580843
2004
Guest editorial
Trehan, K., Rigg, C., & Stewart, J. (2004). Guest editorial. In Journal of European Industrial Training (Vol. 28, Iss. 8/9). Emerald. doi:10.1108/jeit.2004.00328haa.002
Reflections on working with critical action learning
Rigg, C., & Trehan, K. (2004). Reflections on working with critical action learning. Action Learning: Research and Practice, 1(2), 149-165. doi:10.1080/1476733042000264128
2003
Human Resource Development in Small Organisations
Stewart, J., & Beaver, G. (Eds.) (n.d.). Human Resource Development in Small Organisations. In . Routledge. doi:10.4324/9780203643273
Using action research to explore the development needs of second generation asian small businesses: Clare Rigg, Kiran Trehan and Monder Ram
Using action research to explore the development needs of second generation asian small businesses: Clare Rigg, Kiran Trehan and Monder Ram (2003). In Understanding Human Resource Development (pp. 374-395). Routledge. doi:10.4324/9780203361191-24
HRD in a Complex World
Lee, M. (Ed.) (n.d.). HRD in a Complex World. In . Routledge. doi:10.4324/9780203410158
2002
Do they or don’t they? A comparison of traditional and discourse perspectives of HRD in SMEs
Rigg, C., & Trehan, K. (2002). Do they or don’t they? A comparison of traditional and discourse perspectives of HRD in SMEs. Education + Training, 44(8/9), 388-397. doi:10.1108/00400910210449222
1999
Not Critical Enough? Black Women Raise Challenges for Critical Management Learning
RIGG, C., & TREHAN, K. (1999). Not Critical Enough? Black Women Raise Challenges for Critical Management Learning. Gender and Education, 11(3), 265-280. doi:10.1080/09540259920573
1994
Gender, Diversity and Working Styles
Rigg, C., & Sparrow, J. (1994). Gender, Diversity and Working Styles. Women in Management Review, 9(1), 9-16. doi:10.1108/09649429410050971
1991
Women and economic development
Rigg, C., & Miller, M. (1991). Women and economic development. Local Economy: The Journal of the Local Economy Policy Unit, 6(3), 196-210. doi:10.1080/02690949108726103