Seeking Serendipitous Scholarly Discoveries: SAGE Recommends

February 12, 2016 by

18501292075_59e5db288d_zResearch is a fickle process–at times, carefully planned searches and methodical approaches yield a bounty of relevant information, and other times, it seems there is no information to be found. Many times, when research plateaus, the best thing to revive research is a serendipitous discovery. But how exactly can serendipity be applied to research when it is inherently coincidental? A new two-part white paper from SAGE Publishing discusses the part serendipity plays in academic research, and how to encourage more coincidental discoveries.

In the first paper, “Expecting the Unexpected: Serendipity, Discovery, and Scholarly Research Process,” written by Alan Maloney and Lettie Y. Conrad, findings from a survey of 239 students and faculty suggest that researches prefer to stumble upon interesting, relevant content rather than have materials recommended by peers or by popularity. Statistically, 78% of undergraduates and 91% of faculty are inclined to click on recommendations during their online research, particularly when the recommendations are directly relevant to their research topic.

Lemony Snicket quote

In the second paper, “The Story of SAGE Recommends,” Alan Maloney describes how the research on serendipitous academic research led to the development of SAGE Recommends, a new discovery tool launched in December 2015. SAGE Recommends is designed to explain connections between content and subtly recommend relevant research materials to users. Alan Maloney explained:

SAGE Recommends is the first output of SAGE’s efforts over the last couple of years to develop better content intelligence, and to properly map and understand the disciplines in which we publish. This paper sets out how we have used this new knowledge and area of technical competence to make scholarly and educational materials more discoverable, to encourage new directions in research, and to delight our users.

The findings of this study will be discussed in a free webinar, which will take place on Tuesday, February 16th at 11 AM EST. The discussion will be moderated by InfoDOCKET’s Gary Price. To register, click here.

To read the first paper, “Expecting the Unexpected: Serendipity, Discovery, and Scholarly Research Process,” click here. To read the second paper, “The Story of SAGE Recommends,” click here.

How Do Aggressive Communication Traits Impact Organizational Assimilation?

February 11, 2016 by

[We’re pleased to welcome Michael Sollitto of Texas A&M University. Dr. Sollitto recently published an article in International Journal of Business Communication entitled “The Relationship Between Aggressive Communication Traits and Organizational Assimilation” with co-author Gregory A. Cranmer of Columbus State University.]

  • What inspired you to be interested in this topic?BPCQ/IJBC3.indd

We were inspired and interested in the topic of organizational assimilation because we were curious about the ways that people communicate affect how they establish themselves as contributors to their organizations. Organizational assimilation is such a fascinating topic, so the opportunity to research the relationship between aggressive communication traits and organizational assimilation was really appealing to us.

  • Were there findings that were surprising to you?

We were surprised about the magnitude with which indirect interpersonal aggressiveness hindered employees’ organizational assimilation.  We knew that indirect interpersonal aggressiveness was detrimental to organizational life, but it was fascinating to see to what extent it is a hindrance to organizational assimilation.

  • How do you see this study influencing future research and/or practice?

This study has the potential to be a stimulus for additional research about how specific communication traits are related to employees’ organizational assimilation.  The study can provide scholars one more example of how the way that people communicate can yield many outcomes in organizational life.

The abstract:

This study used theory of independent mindedness as a framework to examine the role of aggressive communication traits in organizational assimilation. Both employee traits and their perception of supervisor traits were examined. Results indicated that employees who are indirect verbally aggressive report lower levels of familiarity with coworkers, acculturation, involvement, job competence, and role negotiation. Additionally, employees who perceive their supervisors as higher in argumentativeness, low in verbal aggressiveness, and low in indirect interpersonal aggressiveness report higher levels of familiarity with coworkers, familiarity with supervisors, acculturation, recognition, involvement, and role negotiation.

You can read “The Relationship Between Aggressive Communication Traits and Organizational Assimilation” from International Journal of Business Communication free for the next two weeks by clicking here. Want to know all about the latest research from International Journal of Business Communication? Click here to sign up for e-alerts!


Dr. Michael Sollitto

Michael Sollitto is an assistant professor at Texas A&M University. He researches organizational assimilation and workplace relationships (peer coworker and supervisor-subordinate). His work has been published in Communication Research Reports, Communication Reports, Journal of Business Communication, Communication Education, and more journals.

Dr. Danna Gibson

Gregory A. Cranmer is an assistant professor at Columbus State University. Hresearches organizational assimilation and supervisor-subordinate relationships in nontraditional organizations. Currently, Dr. Cranmer serves as the secretary for the Organizational Communication Interest Group within the Eastern Communication Association, and has recently been elected as the Interest Group’s Chair for 2017.

Status Update: How Do Organizations Respond to a Dip in Status?

February 10, 2016 by

800px-CornellpictureStatus has the potential to return concrete benefits for organizations, but status is subject to change over time, which begs the question, what happens when the status of a business changes? In their paper, “Status-Aspirational Pricing: The ‘Chivas Regal’ Strategy in U.S. Higher Education, 2006-2012,” published in Administrative Science Quarterly, authors Noah Askin of INSEAD and Matthew S. Bothner of ESMT European School of Management and Technology look to private colleges and universities to understand how organizations respond to changes in status.

The abstract from their paper:

This paper examines the effect of status loss on organizations’ price-setting behavior. We predict, counter to current status theory and aligned with performance feedback theory, that a status decline prompts certain organizations to charge higher prices and that there are two kinds of organizations most prone to make such price increases: those with broad appeal across disconnected types of customers and those whose most strategically similar rivals have charged high prices previously. Using panel data from U.S. News & World Report’s annual rankings of private colleges and universities from 2005 to 2012, we model the effect of drops in rank ASQ Coverthat take a school below an aspiration level. We find that schools set tuition higher after a sharp decline in rank, particularly those that appeal widely to college applicants and whose rivals are relatively more expensive. This study presents a dynamic conception of status that differs from the prevailing view of status as a stable asset that yields concrete benefits. In contrast to past work that has assumed that organizations passively experience negative effects when their status falls, our results show that organizations actively respond to status loss. Status is a performance-related goal for such producers, who may increase prices as they work to recover lost ground after a status decline.

You can read “Status-Aspirational Pricing: The ‘Chivas Regal’ Strategy in U.S. Higher Education, 2006-2012” from Administrative Science Quarterly free for the next two weeks by clicking here. Want to know all about the latest research from Administrative Science QuarterlyClick here to sign up for e-alerts!

New Podcast: Tyge Payne on Empirics in Family Business Research

February 9, 2016 by

Podcast Microphone

In the latest podcast from Family Business Reviewassistant editor Karen Vinton speaks with Tyge Payne of Texas Tech University about the article published in Family Business Review, “Empirics in Family Business Research: Progress, Challenges, and the Path Ahead,” co-authored with Robert E. Evert, John A. Martin,  and Michael S. McLeod.

You can find the podcast on the Family Business Review website here, or click here to download the podcast. You can also read the full article here.

The abstract:

Competent research methods and data analysis are essential components for the FBR_C1_revised authors color.inddprogression of family business research. To identify and evaluate empirical trends, and make suggestions for future research, we examine 319 empirical articles published in Family Business Review since 1988. These studies are compared with 146 family business research articles published in top-tier journals not dedicated to family business research over the same time frame. While we substantiate growth in rigor and sophistication, we address specific family business research challenges regarding construct validity, generalizability, causality, temporality, and multilevel issues. Suggestions are provided for future empirical research across six major topical areas.

Want to hear more? Click here to browse more podcasts from Family Business Review and here to subscribe to the SAGE Management and Business podcast channel on iTunes. You can also sign up for e-alerts and get notifications of all the latest research from Family Business Review sent directly to your inbox!




G. Tyge Payne, PhD, is a professor of strategic management and Jerry S. Rawls Professor of Management in the Area of Management, Rawls College of Business, Texas Tech University, Lubbock, Texas, USA.

Karen L. Vinton, Ph.D., is assistant editor of FBR and a 1999 Barbara Hollander Award winner and Professor Emeritus of Business at the College of Business at Montana State University, where she founded the University’s Family Business Program. An FFI Fellow, she has served on its Board of Directors and chaired the Body of Knowledge committee.

Success Story: How the Adelante Program Uses Social Marketing to Engage Latino Youth

February 8, 2016 by


[We’re pleased to welcome William Douglas Evans of George Washington University. Dr. Evans recently published an article in the March 2016 issue of Social Marketing Quarterly with co-authors Elizabeth Louise Andrade, Ricardo Villalba, Idalina Cubilla, I. Rivera, and Mark C. Edberg, entitled “Turning the Corner: Development of the Adelante Program Brand of Latino Youth.”]

My recent publication, Turning the Corner: Development of the Adelante Program Brand for Latino Youth, extends recent work on health branding for behavior change to engagement in positive youth development (PYD) programs. Latino youth face numerous challenges and this project shows that development of a positive brand identity for community behavior change programs based on a PYD model can increase youth engagement. The formative research reported in this paper points the way to implementation strategies including use of role models depicted by local youth to build interest in the program. It also sets the stage for a digital media intervention in which youth role models tell their stories of program engagement within their social networks, creating a program ripple effect and community-wide engagement.

The abstract:

SMQ March 2016This article reports on formative research to develop the Adelante brand, an innovative program for Latino immigrant adolescents and their families. The brand applies social marketing principles used in previous health brands in areas such as tobacco control, substance use, and HIV prevention. Specific objectives were to apply branding principles as an approach to increasing adolescent engagement with, and participation in, a community-based youth development program called Adelante, which is based on positive youth development theory. We collected data in a primarily low-income Latino immigrant community, Langley Park, MD, located near Washington, DC. A total of 39 adolescents, ages 13–19, participated in six focus groups. We designed and tested a brand positioning statement, associations, a logo and graphics, and youth archetypes. We used thematic content analysis to code focus group data into broad topic areas and then analyzed the data using substantive coding to identify themes. The concepts of strength, resilience, and “turning the corner” by overcoming life obstacles and succeeding were the main themes. Latino youth face a challenging environment in which they grow up, finish school, and succeed. Adelante represents a source of support and help to turn the corner. A graphic depicting a city street corner with a darker side (past) and a brighter side (future) was identified as the Adelante logo. Youth characters named Victor and Erika, and an educational entertainment strategy, were conceived as a way to create a brand persona. Adelante is now actively building its brand to increase youth engagement in the program.

You can read “Turning the Corner: Development of the Adelante Program Brand of Latino Youth” from Social Marketing Quarterly free for the next two weeks by clicking here. Want to know all about the latest research from Social Marketing Quarterly? Click here to sign up for e-alerts!

*Classroom image credited to KT King (CC)


William Douglas Evans is a Professor of Prevention and Community Health & Global Health at George Washington University. He is lead author of the study and co-PI of the Avance Center.

Elizabeth Louise Andrade is an Assistant Research Professor of Prevention and Community Health at George Washington University. She collaborated on study implementation and is co-PI of the Avance Center.

Ricardo Villalba is a Case Manager at the Maryland Multicultural Youth Center. He participated in youth program activities and moderated youth discussions.

Idalina Cubilla is an Avance Center Doctoral Research Associate. She participated in program activities and assisted in Adelante brand development.

I. Rivera is a Consultant in formative research activities. She moderated focus groups with youth.

Mark C. Edberg is an Associate Professor of Prevention and Community Health at George Washington University. He is PI of the Avance Center.

The March Issue of Administrative Science Quarterly is Now Online!

February 5, 2016 by

ASQ CoverThe March issue of Administrative Science Quarterly is now available and can be read online for free for the next 30 days. The March issue includes a diverse group of articles, including an article reviewing how distributed attention and shared emotions contributed to the downfall of Nokia, and an article reflecting on how specializing in investment banking may lead to negative returns for MBA graduates.

The lead article, “60th Anniversary Essay: Ruminations on How We Became a Mystery House and How We Might Get Out” from Stephen R. Barley celebrates Administrative Science Quarterly‘s 60th anniversary  and details the current state of research in organizational theory.

The abstract from the paper:

This essay responds to, largely concurs with, and extends the concerns Jerry Davis expressed in his June 2015 editorial essay in ASQ about the state of research in organizational theory. In particular, it discusses the reasons novelty has become such a valued commodity in organizational theory and its unintended consequences. Fault lies with the way students are trained, the reward system that most universities implicitly or explicitly use to promote faculty, and the role that editors and reviewers play in wittingly or unwittingly rewarding the quest for novelty in the peer-review process. One way to revitalize organization theory while also addressing such problems would be for the researchers to begin to focus on the myriad ways that organizations shape our society and for organizational theorists to begin to collaborate with engineers and researchers in schools of public policy who are more aware of and interested in addressing problems that organizations, especially profit-making firms, create as they seek to shape their own environments.

Click here to access the table of contents for the March 2016 issue of Administrative Science Quarterly. Want to know about all the latest from Administrative Science Quarterly? Click here to sign up for e-alerts!

Old Stress, New Stress, Bad Stress, Eustress: Challenging Employees with Positive Organizational Stress

February 4, 2016 by

HRD cover

[We’re pleased to welcome Wendy Becker of Shippensburg University. Dr. Becker recently published an article in Human Resource Development Review with co-authors M. Blake Hargrove of Shippensburg University and Debra Hargrove of Dickinson College, entitled “The HR Eustress Model: Creating Work Challenge Through Positive Stress.”]

  • What inspired you to be interested in this topic?

We find the negative focus on organizational stress disturbing.  Stress is a normal and oftentimes positive part of life within any organization.  In this article we attempt to help HR professionals harness the positive possibilities of workplace stress.   We also offer a theoretical framework for researchers to explore.

  • Were there findings that were surprising to you?

We introduce a new phrase–“positive HRD”–that seeks to promote positive organizations by developing opportunities to challenge employees. We provide a theoretical framework to explore the possibilities of positive organizational stress.

  • How do you see this study influencing future research and/or practice?

HR and HRD professionals will find this article helpful in two ways:  (1)  we provide a theoretical explanation for the efficacy of existing HR practices, and (2)  we point out specific interventions that can help create improved performance, improved worker well-being, and other important positive organizational and individual outcomes.

HR and HRD researchers can use this theoretical model as a basis for future empirical investigations.  This article can serve as a launching point for future explorations of “positive HRD.”

The abstract for the paper:

Building on existing conceptualizations of stress, we present a model that provides an alternate explanation of the efficacy of human resource development (HRD) interventions. Unlike most stress research that emphasizes the negative side of stress, we view eustress—good stress—as a positive individual and organizational outcome. The HRD eustress model extends theory from the positive psychology and positive organizational behavior literature and positions a role for HRD in creating positive stress as a means to improve performance. We describe how HRD professionals can help challenge employees as a means of attaining individual goals and personal development.

You can read “The HR Eustress Model: Creating Work Challenge Through Positive Stress” from Human Resource Development Review free for the next two weeks by clicking here. Want to know all about the latest research from Human Resource Development Review? Click here to sign up for e-alerts!


M. Blake HargroveM. Blake Hargrove is associate professor of Management in the John L. Grove College of Business at Shippensburg University. His research interests include positive organizational behavior, scale development, and applied business ethics. He holds a PhD from the University of Texas at Arlington.

Wendy Becker

Wendy S. Becker is professor of Management, Shippensburg University. Research interests include experiential learning and the efficacy of workplace interventions, as well as managerial development and motivation theory. She received the Award for Innovative Excellence in Teaching, Learning, and Technology from the International Conference on College Teaching and Learning and she is a Fellow of the Society for Industrial and Organizational Psychology.

Debra HargroveDebra F. Hargrove is associate vice president for Human Resources Services at Dickinson College. She has dedicated her career to make the organizations in which she serves better places for all employees. She has been an HR practitioner for more than twenty years, holds an MA in Human Resources, and earned the Senior Professional in Human Resources (SPHR) designation.

Family Business Review Call for Proposals: 2nd Review Issue

February 3, 2016 by

FBR_C1_revised authors color.indd

Family Business Review is now accepting proposals for their 2nd Review Issue through March 1, 2016. The issue will be guest edited by Daniel Holt of Mississippi State University, Tyge Payne of Texas Tech University, Allison W. Pearson of Mississippi State University, and Pramodita Sharma of University of Vermont.

From the Call for Proposals:

We invite authors to submit proposals for the 2nd Review Issue of Family Business Review. Launched in 1988, Family Business Review is an interdisciplinary scholarly forum publishing conceptual, theoretical and empirical research that aims to advance the understanding of family enterprise around the world.

The goal of the FBR Review Issue is to provide a retrospective of research conducted in family business studies and to guide future areas 391746644_6a462b0805_zin their development. Articles in this issue will critically examine gaps between ‘what we know’ and ‘what we need to know’ concerning key topics and methods of interest to family business scholars. A multitude of review topics would be appropriate for this special issue but a key criterion is that they help build knowledge for family business scholars while contributing to sister disciplines.

We welcome a wide range of critical reviews on topics and methods. Each review must be comprehensive, summarizing research to date, and suggesting interesting research questions for family business scholars. In addition to reviews on topics typically found in the pages of FBR and other leading journals within management / business that publish family business research, we encourage reviews of topics and methods that are integral for family enterprises but not yet found in management / business journals. Examples might include research on addiction, risk, community, kinship, philanthropy, discontinuities vs. continuities, longevity, process-based research, cross-cultural research, trust and trustworthiness, practice-based research, socio-material perspectives, research on advising and advocacy, finance and financing issues, family dynamics, roles and relationships that influence business decisions.

You can read the full Call for Proposals here. Authors interested in submitting proposals are encouraged to review the selected editorials and review articles on the Family Business Review website. In addition, prospective authors may be interested in reading “The Art of Writing a Review Article” published in the December 2009 issue of Journal of Managementwhich can be read free for the next two weeks here.

To submit a proposal, go to the Family Business Review submission manager. In the submission manager, be sure to mark the manuscript type of your submission “2nd Review Issue.” Submissions for the 2nd Review Issue should be single-spaced and up to 3 pages long. Additional pages for references, tables and appendices may be included, but the complete proposal should not exceed 10 pages total. Questions should be directed to any member of the 2nd Review Issue guest editors.

Want to know about all of the latest news and research from Family Business Review? Click here to sign up for e-alerts!

* Pen image credited to new1mproved (CC)

Diversify and Conquer: An Argument for Reinvigorating Marketing Science with Behavioral Science and Humanities

February 2, 2016 by

[We’re pleased to welcome Gerald Zaltman of Harvard Business School and Olson Zaltman Associates. Dr. Zaltman recently published an article in Cornell Hospitality Quarterly with co-authors Jerry Olson and James Forr of Olson Zaltman Associates, entitled “Toward a New Marketing Science for Hospitality Managers.”]

In “Toward a New Marketing Science for Hospitality Managers,” published in the Cornell Hospitality Quarterly, Jerry Olson, James Forr, and I point out that much of CQ_57_1_Cover.inddmarketing research and a great deal of marketing thought and action is influenced by the ideas and methods of an old marketing science.  We argue that a New Marketing Science is needed in which scientifically sound ideas and methods from the behavioral sciences and humanities are integrated around a coherent scientific perspective.  We feel this is especially important since life in the marketplace is experienced holistically and not in the silo like ways that companies, universities, and specific professions are organized.

Although current marketing does explore new ideas and methods, including neuro/biometric methods and big data approaches, these ideas are often treated piecemeal — used in isolation or as independent add-ons to more traditional work.  In contrast, we advocate integrating the best ideas and approaches from diverse fields to develop a new marketing science.  In “Toward a New Marketing Science” we focus on how key ideas from the mind sciences can produce a deeper and richer understanding of the minds of customers and also the minds of managers.  Other fields containing equally exciting marketing related advances include, linguistics, anthropology, sociology, philosophy, ethnomusicology, and art therapy, to name a few.

We provide four examples of applying a New Marketing Science approach to create emotionally resonant hospitality experiences.  However, the principles of a NMS can be applied to any marketing problem in any industry.  Practicing the NMS requires bold, imaginative thinking that goes beyond simple borrowing of ideas and imitation of best practices.

The abstract:

A New Marketing Science (NMS) is proposed that can dramatically improve a firm’s marketplace performance. The NMS challenges managers to dare to think and act differently. It generates deep insights into the thoughts and actions of both customers and managers and how the two mind-sets interact. As several examples illustrate, it departs from the “old” marketing science by its emphasis on imagination, knowing how and why a practice works, understanding the total customer experience, and focus on effectiveness over efficiency. The NMS is grounded in principles from the behavioral sciences and humanities such as the importance of the unconscious mind, the way mental frames serve as interpretative lenses, the centrality of emotions, the reconstructive nature of memory, and the importance of metaphor for learning about and influencing choices.

You can read “Toward a New Marketing Science for Hospitality Managers” from Cornell Hospitality Quarterly free for the next two weeks by clicking here. Want to know all about the latest research from Cornell Hospitality Quarterly? Click here to sign up for e-alerts!

Gerald ZaltmanGerald Zaltman is Founding partner in Olson Zaltman Associates and the Joseph C. Wilson Professor of Business Administration Emeritus at Harvard Business School, where he also was co-director of The Mind of the Market Laboratory. He has authored over 20 books including: How Customers Think: Essential Insights into the Mind of the Market and Marketing Metaphoria: What Deep Metaphors Reveal about the Minds of Consumers.

Jerry OlsonJerry Olson is Founding Partner in Olson Zaltman Associates and Professor Emeritus at Penn State University’s Smeal College of Business where he was Earl P. Strong Professor of Marketing and Department Chair. He has published more than 60 papers on these topics in conference proceedings and academic journals , including Journal of Consumer Research, Journal of Marketing Research, and Journal of Marketing.

James ForrJames Forr is a director at Olson Zaltman Associates. He has led projects for Fortune 100 clients including IBM, Bank of America, PepsiCo, and P&G along with non-profit and public sector clients such as the AFL-CIO and the Funeral Service Foundation.  He also has led two projects that have helped clients win prestigious Ogilvy Awards from the Advertising Research Foundation.


William H. Starbuck on How Journals Can Improve Research Practices in Social Sciences

February 1, 2016 by


This year marks the 60th Anniversary of Administrative Science Quarterly, presenting an opportunity to not only celebrate the success of the journal and anticipate the promise of what the future holds, but also an opportunity to reflect on areas where the editorial process could be improved. In his essay, “60th Anniversary Essay: How Journals Could Improve Research Practices in Social Science,” published in the Administrative Science Quarterly, William H. Starbuck considers some imperfect properties of current editorial practices and methodology in the social sciences.

ASQ CoverThe abstract from his essay:

This essay proposes ways to improve editorial evaluations of manuscripts and to make published research more reliable and trustworthy. It points to troublesome properties of current editorial practices and suggests that editorial evaluations could become more reliable by making more allowance for reviewers’ human limitations. The essay also identifies some troublesome properties of prevalent methodology, such as statistical significance tests, HARKing, and p-Hacking, and proposes editorial policies to mitigate these detrimental behaviors.

You can read “60th Anniversary Essay: How Journals Could Improve Research Practices in Social Science” from Administrative Science Quarterly free for the next two weeks by clicking here. Want to know all about the latest research from Administrative Science Quarterly? Click here to sign up for e-alerts!

*Gould Reading Room picture credited to eflon (CC)


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