Negotiating insider research through reactive collaboration: challenges, issues and failures

The purpose of this paper is to highlight the ways in which reactive researcher collaboration helps to manage some of the challenges present in insider research.

Employing (auto)biographical reflections from across two different case-studies, the authors explore the ways in which reactive collaboration is enmeshed with issues associated with researching the familiar in a marketized university environment.

The authors develop the term “reactive collaboration” to explore the ways in which insider research projects have to deal with a range of challenges from within their own research community. Reactive collaboration is as much about insider research solidarity as it is with reacting to anticipated and unanticipated events during the research process (and how inside researchers do and do not deal with them). Reactive collaboration highlights the successes as well as the failures of insider researchers negotiating complex research situations.

The authors show how reactive collaboration occurs in challenging research environments, including the joys, sorrows and failures. The authors argue that the challenges and benefits of insider research can be helpfully crystalised through reactive collaboration.