Insider/Outsider Research Teams

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Abstract
The authors propose that research teams in which one or more members are relative insiders to a setting and one or more members are relative outsiders offer distinct advantages for integrating diverse perspectives on organizational activities. The approach taken builds on insights about insider/outsider collaboration presented by Evered and Louis (1981). This article develops a rationale for using insider/outsider teams, indicates their advantages and disadvantages, and contrasts this mode of inquiry with other forms of collaborative research. An example of the processes and products of such collaboration helps illustrate the issues associated with the implementation of insider/outsider research.