Decade Award Research Articles

Aspects Banging the Adequacy of HRM Hones Intended to Enhance Information Switch Over in CPCS for Human Health Care

This paper addresses the health care system from a global perspective and the importance of human resources management (HRM) in improving overall patient health outcomes and delivery of health care services. The significance of HRM hones for upgrading workers' capacity and inspiration to switch over information – rehearses that, thus, influence information switch over to backups inside cosmopolitan companionship (CPCs). In the decade since their praiseworthy article was distributed, a few commitments have been made highlighting the possibilities identified with the viability of HRM hones in CPCs, particularly those influencing an associations' absorptive limit. These possibilities incorporate nation level contrasts in HR frameworks, culturally diverse contrasts in acknowledgment of HR practices and individual-level elements influencing the viability of HRM hones. With an eye toward the future, I talk about these possibilities, giving careful consideration to the impact of the individual contrasts influencing workers' readiness to take part in information switch over. From the viewpoint of HRM, the current year's Decade Award article opened some critical entryways for future research; my objective for this analysis is to highlight them and the numerous that remain generally unexplored.

Editor’s Comments: The Celebration Continues—Honoring Our Award-Winning Authors and Reviewers

The article announces winners of the periodical's awards for Best Article, Decade Award, and Outstanding Reviewer.

Reflections on the 2015 Decade Award—Social Capital, Networks, and Knowledge Transfer: An Emergent Stream of Research

We reflect on our 2005 article, “Social Capital, Networks, and Knowledge Transfer,” which received the Academy of Management Review Decade Award in 2015. We first discuss the origin of the idea for the paper and how it evolved during the rigorous review process. Then we identify the reasons for the article’s high number of citations by scholars worldwide and trace the research advances that have occurred since it was published. We show that research on the three main concepts in the article has expanded to a wide range of fields, far beyond the management discipline. In particular, a stream of research building on the framework proposed in the article has emerged.

The JIBS 2015 Decade Award: Probing theoretically into Central and Eastern Europe: Transactions, resources, and institutions

The JIBS 2015 Decade Award: Probing theoretically into Central and Eastern Europe: Transactions, resources, and institutions

A culture theory commentary on Meyer and Peng’s theoretical probe into Central and Eastern Europe

Meyer and Peng’s Decade Award article and Retrospective integrate economic and sociological theories of transaction costs, firm resources, and institutions and apply them to firms in Central and Eastern Europe in ways that can inform and be informed by culture theory. Culture theorizing in IB typically uses dimensions of values and norms to analyze the IB implications of the underlying logics that characterize patterns of thought, action and interaction of countries and other large societies. Transaction cost theorizing helps explain the social forces that link cultural group boundaries with country boundaries. Firm resource theory can be informed by the toolbox metaphor to understand cultural patterns in the resources that firms in a particular locale have most readily available. Neo-institutional theory, particularly its political science thread, cautions IB scholars to represent governmental arrangements and policies as arising from cultural norms and values rather than as independent variables that spring de nova from government leaders. Integrative analyses, like the Decade Award article and Retrospective, point out links and complementarities among diverse theories, but need to take care lest superficial similarities in how terms like institution and culture are used in different theories mask fundamental conceptual differences.

Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength?

Since the 2004 publication of “Understanding HRM–Firm Performance Linkages: The Role of the ‘Strength’ of the HRM System,” the concept of HRM strength has been widely accepted in the field. We reflect on how the construct of HRM system strength has been used in subsequent theory and research, devoting particular attention to identifying consistencies and inconsistencies from the original intent and implications of the construct for related areas and topics such as strategic HRM, HRM architecture, social psychological contracts, and organizational climate strength. Our review indicates that subsequent work has considerably added to the original; however, challenges remain in capitalizing on this construct in both theory and research. We conclude by offering promising directions for further developing the construct of HRM system strength.

The scholarly impact of the most cited and award winner articles in International Business

The knowledge and evolution of a discipline are supported on multiple contributions of scholars through their research, but some works have a larger impact on the field. In this paper we examine the most cited articles in international business (IB) research. Methodologically, we identify the six most cited articles published on the top journal for IB studies - Journal of International Business Studies (JIBS) -, which are also those prized with the ‘JIBS decade award’. This award symbolizes their contribution to the field. We assess the impact of the top six articles measuring citations in a sample of other top twelve business / management journals. The procedures of analyses involve counting citations and the co-citations networks of each of the six award winning articles to observe how widespread is their influence into domains that are outside the immediate boundaries of the theme researched in each article.

Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later

This article reflects on our 2003 article, “Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited,” which received the Academy of Management Review’s Best Article Award in 2003 and Decade Award in 2013. We consider the context within which we wrote the original article, with particular reference to the theoretical, empirical, and managerial problems salient at that time, and comment on the likely reasons the article has had a sustained influence in the field. Looking forward, we first ask whether the paradoxes and inconsistencies we discussed are still fundamental organizational challenges, and then go further to consider ways the domain of innovation itself has changed. We suggest that because of fundamental shifts in communication and information processing costs and the increasing modularity of products and services, the nature and locus of innovation have changed over the past decade. These secular trends have profound implications for our theories of innovation and organizations. Our extant theory and research are increasingly uncoupled from the phenomena. We would be well served to revisit the nature, locus, and basic processes of innovation.

The JIBS 2014 Decade Award: Innovation, organizational capabilities, and the born-global firm

The Selection Committee for the JIBS Decade Award was pleased to recommend the presentation of the 2014 JIBS Decade Award, recognizing the most influential article published in JIBS 10 years ago, to Gary Knight (Williamette University) and Tamer Cavusgil (Georgia State University) for their 2004 article, “Innovation, organizational capabilities, and the born-global firm” (JIBS, 35(2): 124–141).

Many moving parts: Factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within MNCs

Minbaeva, Pedersen, Bjorkman, Fey and Park’s (2003) award-winning article highlights the importance of human resource management (HRM) practices for enhancing employees’ ability and motivation to transfer knowledge – practices that, in turn, affect knowledge transfer to subsidiaries within multinational corporations (MNCs). In the decade since their laudable article was published, some contributions have been made highlighting the contingencies related to the effectiveness of HRM practices in MNCs, especially those affecting an organizations’ absorptive capacity. These contingencies – the “moving parts” – include country-level differences in HR systems, cross-cultural differences in acceptance of HR practices and individual-level factors affecting the effectiveness of HRM practices. With an eye toward the future, I discuss these contingencies, paying closest attention to the effect of the individual differences affecting employees’ willingness to engage in knowledge sharing. From the perspective of HRM, this year's Decade Award article opened some significant doors for future research; my goal for this commentary is to highlight them and the many that remain relatively unexplored.

Toward Reimagining Strategy Research: Retrospection and Prospection on the 2011AMRDecade Award Article

We focus on implications of an agreed upon yet little considered conclusion from our 2001 article—that resource value is determined outside the business-level resource-based view. Starting with this premise, we argue that knowledge accumulation from strategy research—especially actionable knowledge about effective versus ineffective managerial judgments—would be stimulated with more balanced attention not only to value capture for the firm but also to value creation for the firm's customers and, ultimately, consumers. To spur such wider attention, we offer an expanded boundary model that includes the demand side, business models, and business ecosystems within the strategy research “umbrella.” Our proposal (1) extends what the current scholarly consensus might consider “normal” strategy research, (2) sets specific boundaries to guide future research, and (3) brings value creation for consumers to a more central position in the field. Viewing strategy from this broader perspective requires a shift in mindset, from focusing primarily on the firm to focusing more equally on the consumer, and from a primary emphasis on value capture to an equal emphasis on value creation. Such a shift faces obstacles but likely would spur innovative knowledge generation and result in a more dynamic, yet accumulative and prescriptive, strategy field.

Value Capture and Crowdsourcing

Academy of Management ReviewVol. 38, No. 3 DialogueValue Capture and CrowdsourcingAllan Afuah and Christopher L. TucciAllan AfuahUniversity of Michigan and Christopher L. TucciÉcole Polytechnique Fédérale de Lausanne (EPFL)Published Online:11 Oct 2013https://doi.org/10.5465/amr.2012.0423AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESAfuah A., Tucci C. L. 2002. Internet business models and strategies. New York: McGraw-Hill. Google ScholarAfuah A., Tucci C. L. 2012. Crowdsourcing as a solution to distant search. Academy of Management Review, 37: 355–375.Link , Google ScholarChen M., Miller D. 1994. Competitive attack, retaliation, and performance: An expectancy valence framework. Strategic Management Journal, 15: 85–102. Google ScholarJeppesen L. B., Lakhani K. R. 2010. Marginality and problem-solving effectiveness in broadcast search. Organization Science, 21: 1016–1033. Google ScholarLepak D. P., Smith K. G., Taylor M. S. 2007. Value creation and value capture: A multilevel perspective. Academy of Management Review, 32: 180–194.Link , Google ScholarTeece D. J. 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15: 285–305. Google ScholarVagelos P. 1991. Are prescription drug prices high? Science, 252: 1080–1084. Google ScholarFiguresReferencesRelatedDetailsCited byThe Translucent Hand of Managed Ecosystems: Engaging Communities for Value Creation and CaptureElizabeth J. Altman, Frank Nagle and Michael L. Tushman26 January 2022 | Academy of Management Annals, Vol. 16, No. 1Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years LaterMary J. Benner and Michael L. Tushman10 February 2015 | Academy of Management Review, Vol. 40, No. 4 Vol. 38, No. 3 Permissions Metrics in the past 12 months History Published online 11 October 2013 Published in print 1 July 2013 Information© Academy of Management ReviewDownload PDF

Solving theoretical and empirical conundrums in international strategy research: Linking foreign entry mode choices and performance

Several theoretical and empirical developments in the literature on foreign entry mode and performance, and on (international) strategy more generally, were influenced or prefigured by Brouthers’ (2002) JIBS Decade Award winning paper. Regarding theory, Brouthers is an archetype of the integration of transaction cost and institutional perspectives. I argue that it is also relevant to the growing literature that aims at synthesizing these and other perspectives. Methodologically, Brouthers (2002) contributed several uniquely direct and rich measures. Furthermore, it not only displayed awareness of endogeneity (specifically self-selection) issues, but also was among the pioneers in the comparative analysis of governance choices for a given firm or transaction. I elaborate on the promising if challenging use of such “what if” imputation to identify the impact of more or less well-aligned choices. Overall, I argue that such methodological advances cannot be decoupled from the conceptual advances that enable them, and which they reinforce.

Do we really need more entry mode studies?

This commentary's title is not meant to be a rhetorical question. In congratulating Brouthers (2002) for the JIBS Decade Award, we have an opportunity to assess where we are within this field of inquiry, and what is our trajectory. I believe that we have accomplished a lot in this area of study. Nevertheless, I am concerned about its current trajectory, so much so that I think we should seriously question whether we need more entry mode studies – especially if we are going to get more of the same.

On the Misuse of Realism in the Study of Entrepreneurship

The AMR Decade Award for Shane and Venkataraman's (2000) “The Promise of Entrepreneurship As a Field of Research” recently stimulated a number of commentaries around the burning issue of “entrepreneurial opportunities” (Eckhardt & Shane, 2013; Shane, 2012; Venkataraman, Sarasvathy, Dew, & Forster, 2012). Among them, Alvarez and Barney (2013) extend their earlier analyses on the philosophical foundations of entrepreneurial opportunities (Alvarez & Barney, 2007, 2010) to critique the “critical realist” underpinnings of the discovery approach to entrepreneurship1 because of critical realism's alleged unsuitability for understanding the nature of opportunities. Our intention here is to explain why germane conceptions of critical realism are grounded on a misreading of realist philosophy of science that, as a matter of fact, subverts the very raison-d'etre of realism2 and perpetuates popular misunderstandings.

Epistemology, Opportunities, and Entrepreneurship: Comments on Venkataraman et al. (2012) and Shane (2012)

The article comments on the articles, Reflections on the 2010 AMR Decade Award: Whither the promise? Moving forward with entrepreneurship as a science of the artificial by S. Venkataraman, S. D. Sarasvarthy, N. Dew, and W. R. Forster and Reflections on the 2010 AMR Decade Award: Delivering on the promise of entrepreneurship as a field of research by S. Shane, which are in the 2012, volume 37 issue of the Academy of Management Review (AMR).

Reflections on the 2010AMRDecade Award: Whither the Promise? Moving Forward with Entrepreneurship As a Science of the Artificial

In this article we speak of roads taken and paths yet to be traversed. Over the past decade, entrepreneurship researchers have accumulated considerable work related to opportunities. Here we outline new possibilities opened up by that work and seek to recast entrepreneurship as a science of the artificial in three ways: understanding opportunities as made as well as found, moving beyond new combinations to transformations, and developing a new nexus around actions and interactions.

Reflections on the 2010 AMR Decade Award: Delivering on the Promise of Entrepreneurship As a Field of Research

I examine the impact of the 2010 AMR Decade Award article on the entrepreneurship field over the past ten years, identifying aspects of “The Promise of Entrepreneurship As a Field of Research” that have been largely accepted by the field, those that the field has challenged, and those that the field has found to be unclear. I also correct errors made in the earlier work and discuss how the field of entrepreneurship has evolved in response to the publication of the original article.

Reflections on The 2009AMRDecade Award: Do We Have A Theory of Organizational Learning?

Having received the “Decade Award” for the most cited AMR article from the past decade, we reflect on how our framework of organizational learning (OL) has been used in subsequent research and whether a theory of OL has emerged. Our citation review revealed that although some of the subsequent research has added to the original work, the challenge to develop an accepted theory remains unrealized. We offer promising directions for developing a theory of OL.

Reflections on the 2009 AMR Decade Award: Do We have a Theory of Organizational Learning?

Reflections on the 2009 AMR Decade Award: Do We have a Theory of Organizational Learning?