The Construction and Contributions of “Implications for Practice”: What's in Them and What Might They Offer?

Abstract

Academy of Management Learning & EducationVol. 9, No. 1 Exemplary ContributionsThe Construction and Contributions of “Implications for Practice”: What's in Them and What Might They Offer?Jean M. Bartunek and Sara L. RynesJean M. BartunekBoston CollegeUniversity of Iowa and Sara L. RynesBoston CollegeUniversity of IowaPublished Online:30 Nov 2017https://doi.org/10.5465/amle.9.1.zqr100AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Abrahamson E. C. , Eisenman M. 2001. Why management scholars must intervene strategically in the management knowledge market. Human Relations, 54: 67–75. Google Scholar Adler N. J. , Harzing A. 2009. When knowledge wins: Transcending the sense and nonsense of academic rankings. Academy of Management Learning & Education, 8: 72–95.Link , Google Scholar Adler P. , Jermier J. 2005. 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We are grateful to seminar participants at HEC Montréal, the University of Michigan's Positive Organization Studies Conference, the Advanced Institute of Management (AIM) Research conference in London, and the Meaning Meeting in North Carolina for stimulating our thoughts. We thank Steve Lacey for his statistical assistance and Terese Loncar for her helpful information. Finally, we appreciate the generous funding for this research provided to the second author by the Management Education Research Institute. However, the views expressed here remain solely our own.Download PDF