Irish Business and Management Research: Towards the Post Irish Journal of Management Era

The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at major corporations, the slashing of corporate staffs, the downsizing, delayering and revitalization of firms, the emerging electronic organization, mergers and acquisitions, failures of high reliability organizations, and time-based competition. Each of these issues has been associated with the redesign of organizations, yet these redesigns seem far removed from academic research, and they do not typically utilize the academic body of knowledge. Although the field has progressed enormously in new methods and insights during a century of research, it seems to us that organization studies have been a source of recurrent disappointment for practitioners and academics alike (Bedian 1989; Cummings 1983; Luthans 1986; Slocum 1984). For example, Miner (1984) analyzed 32 established organizational science theories and concluded that with the exception of theories of motivation there is no relationship between usefulness and validity. Is the field of organization studies irrelevant? Organizations have become the dominant institution on the social landscape. Yet the body of knowledge published in academic journals has practically no audience in business or government. Unlike a field such as economics, research on organizations has not typically focused on problems relevant to business and government organizations, and the real world of organizations has not drawn on the work undertaken by organizational scientists. From colleagues within our field and in allied disciplines, we hear complaints that manuscripts espousing radical ideas, or topics outside the mainstream, are difficult to publish. Reviewers for established journals seem to value papers whose theses are anchored in established theories or that use "legitimate" methods, thus implicitly creating a publication barrier for research that falls outside mainstream topics or methods. Moreover, we observe that scholars with interests in organizations span many disciplines and fields of inquiry such as anthropology, economics, history, information science, communication theory, artificial intelligence, systems theory, psychology, sociology, political science, policy sciences, as well as organization behavior, strategic management and organization theory. We sense that a new discipline of organization science is evolving and we envision that a new journal can become a forum for a discipline defined more broadly. The purpose of this essay is to discuss these issues and the need for reorienting research away from incremental, footnote-on-footnote research as the norm for the field. Although current research approches have made solid contributions, they do not

In Search of Scholarly Impact

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The initial public offering (IPO) is one of the most critical events in the lifetime of a young firm. Prior research has shown that firms tend to have successful IPOs if they go public with the endorsement of a prestigious lead underwriter. This paper examines the antecedents to receiving endorsement by a prestigious underwriter and links this to the experience base of a firm's upper echelon. We theorize that the amount and type of upper echelon experience serve as important symbols of a young firm's legitimacy to critical outsiders. We introduce a typology of upper echelon experience that distinguishes between upper echelon upstream, horizontal, and downstream employment-based affiliations and suggest that these different types of upper echelon affiliations allay different types of endorser concerns regarding firm legitimacy, affecting the endorsement process. Further, we theorize that the relationships between upper echelon experience and investment bank prestige will be moderated by technological uncertainty. We test our assertions on a comprehensive sample of public and private biotechnology firms that were founded between 1961 and 1994 and that went public between 1979 and 1996. Analyses of the five-year career histories of the over 3,200 executives and directors that make up the upper echelons of these firms show that firms with upper echelons with affiliations with prominent downstream organizations (i.e., pharmaceutical and/or healthcare companies) and with prominent horizontal organizations (i.e., biotechnology companies) are more likely to attract the endorsement of a prestigious investment bank. We also find that the greater the range of upper echelon affiliations across the categories of upstream, horizontal, and downstream affiliations, the more prestigious the firm's lead underwriter. We also find that these latter results are moderated by technological uncertainty. The present research has implications for the study of organizational legitimacy, interorganizational endorsements, and entrepreneurship.

2012 Presidential Address—On Compassion In Scholarship: Why Should We Care?

“Most reviewers’ checklists of leading management journals list the criterion, “relevance for practice.” Authors comply with this criterion by pointing out what implications their results might have for practice. Evidence in the form of successful implementations of the results in practice is not required. Essentially, the authors are only supposed to point out what implications practitioners, as they socially construct them, can possibly draw from their results. If the reviewers’ construction of relevance is in accordance with the author’s, the criterion of relevance has been met . . .” (Kieser & Leiner, 2009: 522–523; italics in original).

This article evaluates the impact of academic research in management and business on a sample of the leaders of Australia's largest companies and public sector organizations. The data from a questionnaire survey conducted in 2005 indicate that the impact of the collective research outputs of business/management academics on senior private and public sector leaders is almost non-existent. The implications of these findings for the conduct of research in business and management in the future are evaluated, as well as the emerging challenges we face from new non-university research and business/management education providers. The broader consequences of a possible paradigm shift from a largely academic research/teaching orientation, towards a more explicitly professional and business/industry orientation are discussed towards the end of the article.

This article evaluates the impact of academic research in management and business on a sample of the leaders of Australia's largest companies and public sector organizations. The data from a questionnaire survey conducted in 2005 indicate that the impact of the collective research outputs of business/management academics on senior private and public sector leaders is almost non-existent. The implications of these findings for the conduct of research in business and management in the future are evaluated, as well as the emerging challenges we face from new non-university research and business/management education providers. The broader consequences of a possible paradigm shift from a largely academic research/teaching orientation, towards a more explicitly professional and business/industry orientation are discussed towards the end of the article.

: If organization theory finds it useful to draw upon some of the ideas that have emerged in cognitive psychology, it will be advantageous to borrow also the terminology used in discussing these ideas. Without working toward a higher level of consistency in terminology than prevails in organization theory today, it will be difficult or impossible to cumulate and assemble into a coherent structure the knowledge we are gaining from individual case studies and experiments. We will be continually reinventing wheels. That is a luxury we cannot afford. The happy band of researchers on organization theory is sufficiently small to be kept fully occupied discovering and verifying the theory just once. (Author) (kr)

Theory development is a high priority in organizational and management research. However, theory development is often equated with building new theory, a practice that is rewarded in the publication process and encouraged by norms that pervade the field. This practice has produced a proliferation of theories, most of which are not exposed to rigorous empirical research that probes core propositions and puts theories at risk. In the interest of theory development, management and organizational research would make better progress if we devoted more attention to theoretical refinement, conducting research that identifies the boundaries and limitations of theories, stages competitive tests between rival theories, and increases the precision of theories so they yield strong predictions that can be falsified. These issues are addressed by the articles that constitute this feature topic, with the goal of enhancing theoretical progress in management and organizational research.

This study aimed to establish the degree of correlation of workplace spirituality and work engagement among the faculty of the Senior High School (SHS) of San Beda University–Manila. The correlational design was utilized to ascertain if there is a relationship existing between workplace spirituality (independent variable) and work engagement (dependent variable). The workplace components presented in the study are meaningful work, a sense of community, and alignment with organizational values. Work engagement was studied based on vigor, dedication, and absorption. Data were obtained through questionnaires that were sent to target respondents. The findings of the study established that there is a positive correlation between workplace spirituality and work engagement. The paper concluded with several implications and recommendations that will strengthen the workplace spirituality of faculty members that will benefit both the employee and the organization. The study also provided some suggestions for future researchers that will examine workplace spirituality in other industries.ReferencesNew American Bible. (Revised ed.). (2010). United States Conference of Catholic BishopsAprilia, E. and Katiara, O. (2020). Workplace spirituality and work engagement among High School Teachers in Banda Aceh. Jurnal Psikologi, 19(1), 61-71.Ashmos, D.P. and Duchon, D. (2000). Spirituality at work: a conceptualization and measure. Journal of Management Inquiry, 9(2), 134-145.Aumann, J. (1980). Spiritual Theology. Sheed and Ward.Bella, R. L. F, Quelhas, O. L. G., Ferraz, F. T., & Bezerra, M. J. S. (2018). Workplace spirituality: sustainable work experience from a human factors perspective. Sustainability. 10, 1887. doi:10.3390/su10061887Benedict (1981). In Fry, T., I. Baker, T. Horner, A. Raabe, & M. Sheridan (Eds.) RB1980: The Rule of Saint Benedict in Latin and English with notes. The Liturgical Press. 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Authors: 28 founding members of the Community for Responsible Research in Business and Management. The list of authors is integrated in the position paper.This position paper presents a vision of a future in which business schools and scholars worldwide have successfully transformed their research toward responsible science,3 producing useful and credible knowledge that addresses problems important to business and society. This vision is based on the belief that business can be a means for a better world if it is informed by responsible research. The paper begins with a set of principles to support responsible research and proposes actions by different stakeholders to help realize this vision. It explains the impetus for the proposal by describing the current business research ecosystem, which encourages research oriented toward scholarly impact much more than societal relevance. Changing the incentives and culture around publications are essential to promoting responsible research. Research is the foundation of business education and practice, yet business research has failed to live up to its promise in promoting better policies and best practices. If nothing is done, business research will lose its legitimacy at best; at worst, it will waste money, talent, and opportunity. This paper ends with a call to action for directing research toward achieving humanity’s highest aspirations. The paper invites discussion and debate on the prospect of creating a responsible research ecosystem to realize this future vision when business and management research has become a force for change toward a better world.The Position Paper starts us on a journey toward a substantive rethinking of business research and, more broadly, about its scientific and social role in society. Our audience goes beyond the higher education community, and we invite broad participation in this discussion.

The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society

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