British Academy Of Management Research Articles

A Shout‐out for the Value of Management Education Research: ‘Pedagogy is not a Dirty Word’

AbstractManagement Learning Education (MLE) research and curriculum and pedagogy innovation are urgently needed to lead our world out of crisis. If we are to take responsibility for educating future leaders of business, third‐ and public‐sector organizations with the skills, competences and knowledge to deliver sustainable futures for the planet and people, then pedagogy cannot be a dirty word. In this essay, we consider the state we're in by looking at the juncture of [climate] crisis, with the lack of investment in MLE research and innovation, and management education market misfires – which together, constitute MLE as undervalued, underfunded and underdeveloped. We discuss advances in MLE theory to reveal a missing middle of understanding, namely between meta theories of pedagogic philosophies and values and infra theories of programme, course and project insights, as we work toward developing ‘responsible’ and ‘civic’ management schools. Drawing on our own experience as researchers, educators and pedagogy developers, and as past and present vice‐chairs of the Management Knowledge and Education initiative at the British Academy of Management, we call for investments in supporting infrastructures to accelerate MLE and curriculum and pedagogy innovation, implicating learned societies, governments and higher education institutions.

Editorial: Entrepreneurial Finance and the Legacy of Mike Wright

This collection of papers was gathered together to celebrate the lifetime scholarly achievements of Mike Wright, Fellow of the British Academy of Management (BAM). Mike was a founder and doyen of the rapidly growing area of entrepreneurial finance, a multidisciplinary area that brings together insights from entrepreneurship, corporate finance, human resource management and strategic management. As such, it is an area of relevance and interest to many in the BAM community. What the field seeks to do is identify and better understand new categories of investors who seek to play a more hands-on role in the management of companies and what they do; the former would include private equity (PE), venture capital (VC) and crowdfunding. The British Journal of Management (BJM) was delighted that so many of the papers submitted involved scholars who were either former collaborators of Mike, or very closely influenced by his work; this represents a lasting testimony to his contribution to the field.

New Directions in Management Research and Communication: Lessons from the COVID‐19 Pandemic

New Directions in Management Research and Communication: Lessons from the COVID‐19 Pandemic

British Academy of Management: A Place for Young Scholars

British Academy of Management: A Place for Young Scholars

Management Education in the UK: The Roles of the British Academy of Management and the Association of Business Schools

This paper uses institutional theory to analyse the role of the British Academy of Management (BAM) and the Association of Business Schools (ABS) in gaining legitimacy for management education in the UK. By the 1980s, serious issues surrounding rigour and relevance were being asked about UK business schools that raised concerns about the legitimacy of management as a discipline. A major consequence was that management received relatively low research funding compared with other social science disciplines from key funding bodies, e.g. the Economic and Social Science Research Council. Using archival and interview data, we examine how BAM and ABS, as professional bodies, applied multiple approaches aimed at improving the quality of management research and teaching to gain legitimacy from influential external agencies. An unintended consequence of these actions has been an increasing isomorphism in management research and education in the UK. Although some of the original concerns still remain with regard to management education, both organizations have been successful in increasing the external perception of legitimacy.

Scholarship with Impact

This essay offers a personal and therefore partial view of the possibilities of scholarship with impact. The challenge of scholarly impact is framed in the duality of scholarly and policy/practice impact. This is an aspiration that not all social scientists interested in the field of management may aspire to. However, at a time when the British Academy of Management (BAM) is celebrating its 25th anniversary, it may be appropriate for some members of our local and international communities to raise their aspirations and deliver forms and processes of knowledge which meet the double hurdle of scholarly quality and policy/practice

Not Simply Returning to the Same Answer Over and Over Again: Reframing Relevance

From its earliest days, the field of business and management studies has wrestled with fundamental questions concerning its nature and purpose: for whom and to what ends is scholarly research ultimately directed? However, amid unprecedented changes to the world of work, over the past two and a half decades these questions have become of central importance to academicians, practitioners and policy‐makers. The British Academy of Management (BAM), through the work of its Research Policy Committee and theBritish Journal of Management, has played a central role in these developments. This paper traces the lineage of BAM's contribution and offers a critical assessment of the current state of play with regard to the so‐called relevance problem, arguing that design science and critical realism have the potential to take the field forward by transcending the ‘either/or’ game into which the rigour versus relevance debate has a tendency to develop.

Editorial: Strategies for the Development of International Journal of Management Reviews

Editorial: Strategies for the Development of <i>International Journal of Management Reviews</i>

Contemporary views in gender and management

Purpose – The purpose of this paper is to introduce the special issue.Design/methodology/approach – A brief description of the Gender in Management track at the 2007 British Academy of Management (BAM) Annual Conference held at Warwick Business School and an outline of the papers in the issue.Findings – The track examined various issues and the papers chosen from the track for the special issue are closest to the central concerns of the journal.Originality/value – Provides a summary of the perspectives considered.

Editorial: New Frontiers in e-Business and e-Government: Emerging opportunities and Challenges

This paper is intended to provide an overview of the key issues that emerged from the presentations and discussion of a successful workshop organised by the British Academy of Management (BAM) e-Business &amp; e-Government Special Interest Group at Newcastle University Business School on 9-10 November 2006. In addition to introducing the three main papers and the research note, which are based on the keynote presentations but have been revised in light of the discussions and questions as well as reviewers' comments on early drafts of the papers, we also highlight some of the key questions the participants raised and debated as well as issues that emerged from the open discussions.

Editorial: E-Business and Information Systems Research - Towards a common research agenda

This special issue was born from a Workshop organized by the e-Business &amp; e-Government Special Interest Group of the British Academy of Management (BAM), held on the 3rd-4th May at Brunel University Business School in London. The central theme of the workshop was on the relationship between e-Business and Information Systems (IS) research.

Women in management: papers from the British Academy of Management

Women in management: papers from the British Academy of Management

Corporate Governance and Institutional Transparency in Emerging Markets

This paper posits that differences in corporate governance structure partly result from differences in institutional arrangements linked to business systems. We developed a new international triad of business systems: the Anglo-American, the Communitarian and the Emerging system, building on the frameworks of Choi et al. (British Academy of Management (Kynoch Birmingham) 1996,Management International Review 39, 257-279, 1999). A common factor determining the success of a corporate governance structure is the extent to which it is transparent to market forces. Such transparency is more than pure financial transparency; as it can also be based on factors such as governmental, banking and other types of institutional transparency mechanism. There may also be a choice for firms to adopt voluntary corporate disclosure in situations where mandatory disclosure is not established. The Asian financial crisis of 1997-1999 and the more recent corporate governance scandals such as Enron, Andersen and Worldcom in the United States and Ahold and Parmalat in Europe show that corporate governance and business ethics issues exist throughout the world. As an illustration we focus on Asia’s emerging1 markets, as, both in view of the pressure of globalization and taking into account the institutional arrangements peculiar to the emerging business system, these issues are important there. Particularly for those who have to find an accommodation between the corporate governance structures and disclosure standards of the Emerging system and those of the Anglo-American and Communitarian systems.

Interview with Cary L. Cooper

Our interviewee is Cary L. Cooper, Professor of Organizational Psychology and Health, Lancaster University Management School and Pro Vice Chancellor (External Relations) at Lancaster University . He is the author of over 100 books (on occupational stress, women at work and industrial and organizational psychology), has written over 400 scholarly articles for academic journals, and is a frequent contributor to national newspapers, TV and radio. He is currently Founding Editor of the Journal of Organizational Behavior and Co-Editor of the medical journal Stress & Health (formerly Stress Medicine). He is a Fellow of the British Psychological Society, The Royal Society of Arts, The Royal Society of Medicine, The Royal Society of Health, and an Academician of the Academy for the Social Sciences. Professor Cooper is the President of the British Academy of Management, is a Companion of the Chartered Management Institute and one of the first UK based Fellows of the (American) Academy of Management (having also won the 1998 Distinguished Service Award for his contribution to management science from the Academy of Management).

British academy of management (BAM) conference 1996

British academy of management (BAM) conference 1996