Why Management Research Findings Are Unimplementable: An Action Science Perspective

2001 ◽  
Vol 2 (3) ◽  
pp. 58-65 ◽  
Author(s):  
Michael Beer
Keyword(s):  
Management Research ◽  
Action Science ◽  
Research Findings

Crossing the sea from They to We? The unfolding of knowing and practising in collaborative research

2012 ◽  
Vol 43 (4) ◽  
pp. 443-459 ◽  
Author(s):  
Javier Marcos ◽  
David Denyer
Keyword(s):  
Competitive Advantage ◽  
Collaborative Research ◽  
Knowledge Integration ◽  
Theory And Practice ◽  
Theoretical Development ◽  
Management Research ◽  
Ongoing Debate ◽  
Business Services ◽  
Institutional Pressure ◽  
Research Findings

This article addresses how knowing and practising unfolds in collaborative research amongst practitioners from a large consulting and business services group and academics from a UK School of Management. Dialogue enabled actors to cross between theory and practice by providing a ‘space’ for support, challenge, exchange and experimentation. However, this ‘space’ was fragile and the insensitive actions of one individual, driven by institutional pressure to exploit the project for competitive advantage, resulted in withdrawal and the re-establishment of traditional divisions. Our view is that collaborative research is not necessarily an exercise in producing, transferring and implementing research findings but is better thought of as knowledge integration through a dialogue of theory and practice. The article contributes to the ongoing debate about the relevance of management research and the theoretical development of knowledge co-production.

Organisational Change Stories and Management Research: Facts or Fiction

2003 ◽  
Vol 9 (3) ◽  
pp. 37-49 ◽  
Author(s):  
Patrick Dawson
Keyword(s):  
Political Process ◽  
Organisational Change ◽  
Change Processes ◽  
Management Research ◽  
Critical Issues ◽  
Research Findings ◽  
Post Hoc ◽  
Be The Change ◽  
Theoretical Developments

ABSTRACTOrganisational change stories are often constructed around a linear series of ‘successful’ events that serve to show the company in a positive light to any interested external party. These stories of company success sanitize complex change processes and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This article criticizes this position and argues that change is a far more dynamic political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. A central aim is to identify and unpack narratives of change in order to highlight a number of theoretical and methodological implications for management research. It is argued that post-hoc rationalized stories should not be used as a knowledge base for prescriptive lessons or theoretical developments, nor should research data simply be presented as a single authentic story of change. The need to study change overtime and to accommodate multiple stories that may be reshaped, replaced and modified raise critical issues of data collection and data analysis, as well as important questions on the place of the conventional case study as a conveyor of research findings. As such, the article calls for the more widespread use of the concept of ‘competing histories’ and ‘multiple change narratives’ in longitudinal studies that seek to explain processes of organisational change.

CONFERENCE REVIEW: INTERDISCIPLINARY MANAGEMENT RESEARCH CONFERENCE – IMR 2021

2021 ◽  
pp. 81-82
Author(s):  
Ivana Unukić
Keyword(s):  
Industrial Organization ◽  
Financial Economics ◽  
Law And Economics ◽  
Interdisciplinary Management ◽  
Management Research ◽  
Research Conference ◽  
International Conference ◽  
Research Findings ◽  
Conference Review

The IMR International Conference on Interdisciplinary Management Research was held for the 17th time in May 2021. This conference aims to bring together academics, researchers and practitioners to exchange and share their research findings and (business) experiences on all aspects of management and related fields. IMR is an interdisciplinary platform for academics, practitioners and educators to present and discuss the latest trends and issues as well as practical challenges encountered and solutions adopted in the field of management, but also in areas such as Business, Financial Economics, Industrial Organization, Law and Economics etc.

A Review and Evaluation of Meta-Analysis Practices in Management Research

2008 ◽  
Vol 35 (2) ◽  
pp. 393-419 ◽  
Author(s):  
Inge Geyskens ◽  
Rekha Krishnan ◽  
Jan-Benedict E. M. Steenkamp ◽  
Paulo V. Cunha
Keyword(s):  
Empirical Evidence ◽  
Meta Analysis ◽  
Management Research ◽  
Research Findings ◽  
Meta Analyses ◽  
Integrate Research ◽  
Made In

Meta-analysis has become increasingly popular in management research to quantitatively integrate research findings across a large number of studies. In an effort to help shape future applications of meta-analysis in management, this study chronicles and evaluates the decisions that management researchers made in 69 meta-analytic studies published between 1980 and 2007 in 14 management journals. It performs four meta-analyses of relationships that have been studied with varying frequency in management research, to provide empirical evidence that meta-analytical decisions influence results. The implications of the findings are discussed with a focus on the changes that seem appropriate.

scholarly journals Is the readability of abstracts decreasing in management research?

2021 ◽  
Author(s):  
Lorenz Graf-Vlachy
Keyword(s):  
Life Sciences ◽  
Management Research ◽  
Scientific Texts ◽  
Flesch Reading Ease ◽  
Research Findings ◽  
English Speaking ◽  
Over Time ◽  
Readability Formula ◽  
Leading Journals ◽  
Number Of Authors

AbstractThe readability of scientific texts is critical for the successful distribution of research findings. I replicate a recent study which found that the abstracts of scientific articles in the life sciences became less readable over time. Specifically, I sample 28,345 abstracts from 17 of the leading journals in the field of management and organization over 3 decades, and study two established indicators of readability over time, namely the Flesch Reading Ease and the New Dale–Chall Readability Formula. I find a modest trend towards less readable abstracts, which leads to an increase in articles that are extremely hard to read from 12% in the first decade of the sample to 16% in the final decade of the sample. I further find that an increasing number of authors partially explains this trend, as do the use of scientific jargon and corresponding author affiliations with institutions in English-speaking countries. I discuss implications for authors, reviewers, and editors in the field of management.

Global Information Management Research

2012 ◽  
Vol 20 (1) ◽  
pp. 18-56 ◽  
Author(s):  
Fred Niederman ◽  
Hadi Alhorr ◽  
Yung-Hwal Park ◽  
Carri R. Tolmie
Keyword(s):  
Quantitative Analysis ◽  
Information Management ◽  
International Business ◽  
The Body ◽  
Future Research ◽  
Global Information ◽  
Management Research ◽  
Related Research ◽  
The Past ◽  
Research Findings

This study assesses the past decade in the GIM domain, based on Journal of Global Information Management (JGIM) research findings. Based on the issues addressed by these articles, the authors develop 11 topical categories and discuss each in terms of the accumulation of knowledge contributed by these findings. The authors also discuss for each topic possible extension and further understanding based on related research in international business. In consideration of the topics of these articles, a large number simultaneously addressing multiple topics and potential of explicitly linking these topics in future research are discussed. Additionally, the authors update prior quantitative analysis considering JGIM citations of key international business scholars, evolution of research methods, and levels of scope and analysis in these articles. Finally, the authors indicate gaps in the body of research within categories, when categories are considered in relationships, and when looking further from the perspective of recent IB research.

scholarly journals Management research: To understand the role of epistemology in management research

2014 ◽  
Vol 1 (1) ◽  
pp. 64-70 ◽  
Author(s):  
Umesh Ramchandra Raut ◽  
Nitin Balaso Veer
Keyword(s):  
Social Science ◽  
Social Science Research ◽  
Science Research ◽  
Vital Role ◽  
Management Process ◽  
Management Research ◽  
Research Activity ◽  
Research Findings ◽  
Epistemological Principle

From last several years epistemology and its principle plays vital role in the development and enhancement of social science research activity at different level. The different views of positivism are united by the epistemological principle that warranted knowledge. There are a diversity of different epistemological arrangements which decriminalize their own distinct ways of engaging with management and doing management research. Present study focused on the meaning and processes of management research as well enlighten the importance of epistemology and its role in the management research. The present work will explain the significance of relevance and rigor in management research. The main objective of this paper is to provoke debate and reflection upon thedifferent issues in which we engage, when academician and organization doing research.Management researches and practitioners undeniably accepted that there is a gap exists between management researchers and management practitioners. This gap is main hurtles if researchers wants to implement their research findings into practice. But we know that management research always  looks betterment of life through the enhancement of management process.

Bringing Beneficiaries More Centrally Into Nonprofit Management Education and Research

2020 ◽  
pp. 089976402091866
Author(s):  
Lehn M. Benjamin
Keyword(s):  
Social Impact ◽  
Nonprofit Management ◽  
Service Organizations ◽  
Limited Attention ◽  
Management Research ◽  
External Stakeholders ◽  
Value Cocreation ◽  
Research Findings ◽  
Nonprofit Education ◽  
Research And Education

In the early 1970s, scholars studying a variety of service organizations realized that beneficiaries were not only external stakeholders who received services but they were also important organizational actors whose participation in the organization affected the organization’s structure, functioning, and outcomes. Tracing these early observations, and the related concepts of coproduction, value cocreation, and partial membership, this article considers why these ideas have not been more central to nonprofit education and research. After offering likely explanations, the article reports results from a systematic literature review in three nonprofit journals. The results show that despite the limited attention to these ideas, research findings reveal that beneficiaries are important organizational actors, whose participation in the nonprofit matters for the work of staff, leaders, and ultimately for social impact. The article concludes with suggestions for bringing beneficiaries more centrally into nonprofit management research and education.

Organisational Change Stories and Management Research: Facts or Fiction

2003 ◽  
Vol 9 (3) ◽  
pp. 37-49 ◽  
Author(s):  
Patrick Dawson
Keyword(s):  
Political Process ◽  
Organisational Change ◽  
Change Processes ◽  
Management Research ◽  
Critical Issues ◽  
Research Findings ◽  
Post Hoc ◽  
Be The Change ◽  
Theoretical Developments

ABSTRACTOrganisational change stories are often constructed around a linear series of ‘successful’ events that serve to show the company in a positive light to any interested external party. These stories of company success sanitize complex change processes and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This article criticizes this position and argues that change is a far more dynamic political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. A central aim is to identify and unpack narratives of change in order to highlight a number of theoretical and methodological implications for management research. It is argued that post-hoc rationalized stories should not be used as a knowledge base for prescriptive lessons or theoretical developments, nor should research data simply be presented as a single authentic story of change. The need to study change overtime and to accommodate multiple stories that may be reshaped, replaced and modified raise critical issues of data collection and data analysis, as well as important questions on the place of the conventional case study as a conveyor of research findings. As such, the article calls for the more widespread use of the concept of ‘competing histories’ and ‘multiple change narratives’ in longitudinal studies that seek to explain processes of organisational change.

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