Doctoral Journey of a Management Scholar: A Viewpoint

Purpose – This paper aims to outline different views on international business (IB) as an academic discipline and looks into how IB scholars can cope with challenges to their disciplinary identity when stand-alone IB departments are merged with other departments such as management, marketing or strategy in business schools and universities. Design/methodology/approach – The article offers a critical reflection on the development and future of IB as a discipline. The two authors are an IB and a Management scholar, both of whom were engaged in recent departmental mergers at their respective business schools. While the authors do not analyze these particular mergers, their experiences are inevitably interwoven in the views they express. Findings – Mergers of stand-alone IB departments with other departments bring to light the nature of the IB discipline as a contested terrain. The article discusses how these structural changes challenge the disciplinary identity of IB scholars. It contributes, first, to discussions on the development of IB as a discipline and, second, to understanding identities and identification during major organizational change events in academia. Research limitations/implications – The authors suggest that the threat of marginalization of IB in the context of business schools and universities necessitates a move beyond the “big questions” debate to a critical self-examination and reflection on IB as a discipline and as a global scholarly community. Originality/value – The article offers a critical view on current processes and challenges related to IB as a discipline and an academic community.

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A Portrait of Douglas G. Pearce

10.26686/wgtn.12744665 ◽

2020 ◽

Author(s):

Christian Schott

Keyword(s):

New Zealand ◽

Management Scholar ◽

Comprehensive Account ◽

Tourism Management ◽

Management Group

<p>I am very pleased to be offered the opportunity to write a portrait of Professor Douglas G. Pearce for Anatolia. Although an autobiographic account of Doug’s evolution from ‘Geographer to Tourism Geographer to Tourism Management scholar’ was published in Stephen Smith’s 2010 book <i>The Discovery of Tourism</i>, a comprehensive account of a four decade long contribution to our field is arguably not adequately established without insights on the breadth and depth of a pioneering scholar’s contributions by his colleagues and peers. In this context I wholeheartedly embrace this opportunity to share the views of several (indeed I hope most) of Doug’s colleagues, peers and mentees about his numerous, long-standing and enduring contributions to our field. My own position is best described by stating that I reside in both the colleague and mentee cohorts. I have had the pleasure of being Doug’s colleague in the Tourism Management Group at Victoria University of Wellington (VUW), New Zealand, and co-authored of several of Doug’s publications. But at the same time I have benefitted greatly from Doug’s advice, guidance and overall leadership of the VUW Tourism Management Group and as such regard him as a longstanding mentor. </p>

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Assessing the Correlation of Culture With Business Ethics of Company Managers in the United States and Mexico

Ethical Standards and Practice in International Relations - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-5225-2650-6.ch004 ◽

2018 ◽

pp. 73-99

Author(s):

Mark A. Anderson

Keyword(s):

United States ◽

National Culture ◽

The United States ◽

Business Managers ◽

Ethical Attitudes ◽

Cultural Elements ◽

Management Scholar ◽

Significant Difference

Observable harm has been inflicted upon business by unethical decisions and misconduct. Much of this phenomenon can be traced to impoverished ethical attitudes. Among the various reasons for this problem is that of a manager's culture, which has a distinct influence on attitudes and behaviors. The purpose of this chapter was to determine, through empirical data, whether differences rooted in culture significantly contribute to differences in ethical attitudes. Management scholar Geert Hofstede's classification of cultural elements for understanding and explaining aspects of national culture was correlated with the ethical attitudes of business managers in the two national cultures of the United States and Mexico. Results indicated a significant positive relationship between national culture and ethical attitudes and the dultural dimensions of uncertainty avoidance, masculinity, and long-term orientation. A significant difference in ethical attitudes between managers from the United States and Mexico was also found.

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Pugh, Derek Salman (1930–2015), organizational psychologist and management scholar

Oxford Dictionary of National Biography ◽

10.1093/odnb/9780198614128.013.111889 ◽

2019 ◽

Author(s):

John Child

Keyword(s):

Management Scholar

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Autoethnography and Sensemaking: A Persian Management Scholar

The Emerald Handbook of Quantum Storytelling Consulting ◽

10.1108/978-1-78635-671-020181015 ◽

2018 ◽

pp. 211-222

Author(s):

Bahareh Javadizadeh

Keyword(s):

Management Scholar

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The life and times of a senior scholar: an interview with Jane Dutton

Journal of Management History ◽

10.1108/jmh-11-2013-0055 ◽

2014 ◽

Vol 20 (2) ◽

pp. 140-144

Author(s):

Karl Moore

Keyword(s):

Design Methodology ◽

Structured Interview ◽

Content Type ◽

Management Scholar ◽

Interview Method ◽

Senior Scholar

Purpose – The aim of this paper was to interview a senior scholar in the field of management. Design/methodology/approach – A structured interview method was used. Findings – Jane discussed her life and times, a fascinating recounting of history. Originality/value – The paper provides a unique perspective on the career of a management scholar.

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Writing as skin: Negotiating the body in(to) learning about the managed self

Management Learning ◽

10.1177/1350507618800715 ◽

2018 ◽

Vol 50 (1) ◽

pp. 87-99 ◽

Cited By ~ 7

Author(s):

Deborah N Brewis ◽

Eley Williams

Keyword(s):

Lived Experience ◽

Scientific Writing ◽

The Body ◽

Management Scholar ◽

The Arts ◽

Creative Writer

We draw on the notion of ‘skin’ to discuss the ways in which writing in management and organisation studies wrestles with two drives in its endeavour to represent the reality of our ‘organised’ lives: the drive to share internal lived experience, and the drive to externalise and abstract. Through exploring skin as a metaphor for a negotiating interface between these forces in our writing, we (a) argue that both are critical parts of writing, needed in order to learn about management and organisation and (b) explore different ways in which they might be brought into contact. Reviewing, synthesising and building on critiques of ‘scientific’ writing that have been made from within management and organisation studies, and on creative commentary from the arts, we think reflexively about the ways in which writing mediates learning by being both representative of experience and an experience in itself. A collaboration between management scholar and creative writer, the text of this article is a critical-creative experiment that outlines the experiential ‘skin-text’ while simultaneously producing an example of such a text.

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