[We’re pleased to welcome Anne-Wil Harzing, Professor of International Management at Middlesex University, UK. She has published nearly 100 refereed journals articles and books/book chapters and has been listed on Thomson Reuter’s Essential Science Indicators top 1% most cited academics in Economics & Business worldwide since 2007. Below, Harzing comments on a study published in the Journal of Management Education, entitled,”Identifying Research Topic Development in Business and Management Education Research Using Legitimation Code Theory.” From Harzing:]
What makes an article highly cited and why does it matter for academic evaluation?
I was recently asked to write a commentary on Arbaugh, Fornaciari and Hwang (2016) article “Identifying Research Topic Development in Business and Management Education Research Using Legitimation Code Theory”. The authors use citation analysis – with Google Scholar as their source of citation data – to track the development of Business and Management Education research by studying the field’s 100 most highly cited articles.
Factors influencing an article’s level of citations:
In their article, the authors distinguish several factors that might impact on an article’s level of citations: the topic it addresses, the profile of the author(s) who wrote it and the prominence of the journal that the article is published in.
Although these three factors might seem rather intuitive, and the authors certainly are not the first to identify them, there is a surprising dearth of studies in the bibliometrics literature that attempt to disentangle the relative impact of these factors on citation outcomes.
Why does it matter for academic evaluation?
If citation levels of individual articles are determined more by what is published (topic) and who publishes it (author) rather than by where it is published (journal), this would provide clear evidence that the frequently used practice of employing the ISI journal impact factor to evaluate individual articles or authors is inappropriate.
Our regression analysis shows that, when all factors are taken into account at the same time, it is what is published (topic) and who has published it (author) that have the largest impact on citations, not where it is published (journal).
Hence, the commonly used practice of using the prestige of a journal – oftentimes operationalized as the ISI journal impact factor – as a proxy for (citation) impact is clearly not appropriate for the field of Business and Management Education. It is thus rightly condemned by San Francisco Declaration on Research Assessment and should not be used in academic evaluation.
Harzing maintains an extensive website (www.harzing.com) with resources for international management and academic publishing, including the Journal Quality List and Publish or Perish, a software program that retrieves and analyzes academic citations. Anne-Wil blogs at http://www.harzing.com/blog/
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[We’re pleased to welcome author Deirdre Dixon of the University of Tampa, Florida. Dixon recently published an article in the Journal of Leadership and Organization Studies entitled “Making Sense When It Matters Most: An Exploratory Study of Leadership In Extremis,” co-authored by Michael Weeks, Richard Boland, and Sheri Perelli. Below, Dixon explains the inspiration for conducting this research:]
I first became interested in leadership in dangerous environments as an Army officer serving in Iraq. I knew I wanted to help find out how we could train our leaders in these difficult environments to become better. I set out to discover how leaders make sense in these in extremis environments, and how did they give sense to their teams. This journey led me to interview 30 soldiers who had recently returned from conflict in the Middle East. As the US begins our 16th year with conflict in the Middle East, more and more leaders are faced with deploying overseas. As our society changes and crises seem to be happening on US soil more frequently, more than just soldiers will have to understand leadership in crises environments. This empirical study helps begin the dialogue.
The full abstract to the article is below:
Leading in in extremis situations, when lives are in peril, remains one of the least addressed areas of leadership research. Little is known about how leaders make sense in these dangerous situations and communicate these contexts to others. Because most of the literature on in extremis is theoretical, we sought empirical evidence of how sensemaking proceeds in practice. A qualitative study was conducted based on interviews with 30 Army leaders who had recently led teams in combat. Our findings suggest that during these life-threatening situations, sensemaking and sensegiving are actually occurring simultaneously, the type of training leaders receive is critical, and a sense of duty can influence a person’s role as a leader. Our findings have implications for both theory and practice since crisis leadership is now a coveted executive quality for leadership competency.
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Image attributed to the U.S. Army (CC)
One could imagine that every small family firm has their particular habits when knowledge sharing, especially when the success (or failure) of the business relies on effective communication.
A recent study published in Family Business Review analyzes the different leadership approaches to knowledge sharing, and we are pleased to welcome one of the authors, James Cunningham, who reflects on the foundation and findings of the research. The paper, entitled “Perceptions of Knowledge Sharing Amongst Small Family Firm Leaders–A Structural Equation Model,” is co-authored by Claire Seaman and David McGuire. From Cunningham:]
Family firms are known for the unique ways in which they view and run their business. This has led many to believe that firms with a family influence behave differently to their non-family counterparts. While a lot of research focuses on the many implications of this difference for the economic impact family firms, in terms of strategi
c direction, longevity, etc., we were more curious to know how the influence of family impacts what it is like inside the firm.
In this respect, knowledge is increasingly becoming the most important internal resource for a competitive organisation in the contemporary business environment. Integrating and exploiting the knowledge of people in the business has become one of the key activities of the modern business leader. The impact of leadership on how the firm manages knowledge is long established in the broader management literature, but our instincts would tell us that family firms will have their own way of approaching and managing knowledge. In this article, we uncover the different leadership behaviours played out in small family firms and how these behaviours are related to the leader’s perception of knowledge sharing in the firm. Essentially, we ask the question, does family influence help or hinder the development of a knowledge resource?
Unsurprisingly, we found a variety of leadership behaviours employed by family firm leaders. We present a choice in how the family firm views its knowledge resource. We suggest that a greater level of family influence implies more guidance-based leadership when it comes to knowledge. Knowledge here is considered a quality the family leaders have, which must be ‘distilled’ to other organisational members. While, the alternative is a participative approach to knowledge in the firm, one more accepting of input from others, but with the potential to reduce family control.
This choice of leadership approach is important for family business leaders to consider, as there are important implications for the development of their knowledge resource. We see these findings as part of a research direction which moves away from viewing family firms as a homogenous group, subject to the overbearing influence of family. Instead, we present the behaviours inside these organisation as choices, and these choices at the most basic level represent the business intentions of family firm leaders.
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[We’re pleased to welcome author Bruce C. Rudy of The University of Texas at San Antonio. He recently published an article in Business & Society entitled “The Chief Political Officer: CEO Characteristics and Firm Investment in Corporate Political Activity,” co-authored by Andrew F. Johnson. From Rudy:]
In setting out to study what drives organizations to engage in corporate political activity (CPA), my coauthor (Andrew F. Johnson, Ph.D.) and I were struck by how little was known about the role that the firm’s leader played in this regard. This was especially surprising considering that we have a well-researched theory on the influence of the firm’s leader on its strategic choices (i.e., Upper Echelons Theory). When we combined the concepts underpinning CPA and Upper Echelons Theories, a number of novel ideas emerged and we knew we had the opportunity to make important contributions to both theories. The data we collected supported many of these ideas. We are thrilled that Business & Society has provided us the opportunity to share our research with you.
The full abstract to their article is below:
Research on corporate political activity has considered a number of antecedents to a firm’s engagement in politics. The majority of this research has focused on either industry or firm-level motivations that lead to corporate political activity, leaving the role of the firm’s leader noticeably absent in such scholarship. This article combines ideas from Upper Echelons Theory with research in corporate political activity to bridge this important gap. More specifically, this research utilizes CEO demographic characteristics to determine (a) whether a firm will invest in political activity and (b) how these characteristics influence the particular approach to political activity the firm undertakes. Considering 27 years of data from large U.S. firms, we find that a CEO’s age, tenure, functional, and educational backgrounds influence whether and how the firm invests in political activity.
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[The following post is re-blogged from Organizational Musings. Click here to view the original article. It is a commentary based on a recently published article in Administrative Science Quarterly entitled “Labor of Love: Amateurs and Lay-expertise Legitimation in the Early U.S. Radio Field,” co-authored by Grégoire Croidieu and Phillip H. Kim. From Henrich Greve via Organizational Musings:]
In daily life we know that professionals rule the roost. Anything remotely important is done by a profession with restricted access to practice and many rules for practitioners — or it is done illegitimately. Did you undergo medical treatment last time you were ill, or did you see a homeopath? Many activities that seem easier and safer also take on profession-like features. Espresso making is done by a high-pressure machine, but there is still a barista profession with formal training and certification. Researchers also have been interested in professions, especially because their effects range from regulating the safety and quality of important service (again, think doctors) to restricting access to work in a way that looks like a power grab (pick your favorite example).
So is there room for non-professionals to get things done? Gregoire Croidieu and Phillip Kim answer that question in a recent article in Administrative Science Quarterly, looking at the key role of amateurs in the development of radio broadcasting in the US. They show that amateurs can get a significant role if the right conditions are in place, even as professionals, companies, and the state seek to push them to the margins. How? Well, that’s where the war, polar exploration, and interference come in.
Let’s start with interference. Technically that is what happens when radio transmitters are near each other in signal spectrum and physical space, and distort each other’s transmissions. It was a major reason that many sought to limit access to the airwaves of amateurs, especially those building their own transmitters and behaving independently from the profession. Socially the limitation of access was also a form of interference – trying to make it hard to be an amateur. But radio amateurs were enthusiastically building up their lay expertise and using it, legally or not. Except for the WWI years, they could be given access as registered radio operators.
That brings us to the war. WWI was when radio amateurs were blocked from the airwaves, with security given as the reason, but it did not mean that they stopped broadcasting. They signed up for military service instead, and fully half of the military radio operators were originally amateurs. This was when the state recognized the value of the lay experts, and took advantage of their skills. After the war, they were supposed to return to their old status as marginal actors, more than before (rising to 20,000 in 1922), but still regulated and limited. Professional radio operators still campaigned against amateurs, seeing them as having little value.
This is where the polar explorations come into play. The amateurs were many, highly skilled, and willing to experiment, and they soon registered a series of technical accomplishments – including shortwave communications with the North Pole, which had been thought impossible. The amateurs, through their lay expertise, became leaders in radio. This role soon turned into the start of radio as an industry and as lay culture, because the establishment of radio stations for communicating to many – instead of point-to-point – happened in parallel. Radio ownership and interest in radio listening rose also, and the radio broadcasting industry eventually grew to as many radio stations as there were licensed radio operators in 1921.
War, exploration, and interference were three of the elements that brought amateurs to the forefront of radio, against the resistance of professionals, companies, and the state. Clearly it was not an easy process, and it took a lot of interest to gather the necessary momentum. Does this show that amateurs have a clear role in society, or that they can overcome the odds under special circumstances? We clearly need to learn more about this so we can understand when activities become professionalized, and when they are open to amateurs.
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[We’re pleased to welcome Xiaojing Sheng from the University of Texas at Rio Grande. Sheng co-authored a recently published article in the Journal of Service Research entitled “Communities as Nested Servicescapes” with Penny Simpson and Judy Siguaw. From Sheng:]
- What inspired you to be interested in this topic?
From groups of four to sixteen sipping margaritas in local restaurants to dancing at a beach or Mexican fiesta, retired winter migrants are a ubiquitous presence in the Rio Grande Valley of South Texas each winter. These migrating consumers repeatedly come to the area in large numbers each winter to enjoy the warm tropical weather, to participate in the many available activities, and to enjoy each other in their highly social living environment of mobile homes and recreational vehicle communities. These senior citizens also become an inseparable part of the region by routinely going to restaurants, events, shows and stores where they seem to exude a comradery and enjoyment of life not seen by typical residents of any community. For these migrants, winter life in the Valley seems to be a fun-filled, months-long vacation. Through casual observation of the lifestyle of these hundreds of thousands of active retirees, we were driven to understand their experiences as they become immersed in the broader servicescape of the Valley and in the nested servicescapes of their mobile home/recreational vehicle communities in which they reside for extended periods of time.
- Were there findings that were surprising to you?
The finding that servicescape engagement weakened the positive effect of perceived servicescape satisfaction on loyalty intention is unexpected and surprising. This is probably because high levels of activity engagement become all-consuming, making perceived servicescape satisfaction itself less important in loyalty intention. For example, consumers may be willing to overlook a rundown beach villa if the beach activities are exceptional. On the other hand, lower levels of engagement strengthened the impact of perceived servicescape satisfaction on loyalty intentions, conceivably because consumer attention is less distracted by activity involvement, and therefore, more focused on servicescape factors.
- How do you see this study influencing future research and/or practice?
An interesting finding from our study is that, when consumers interact with two servicescapes of which one is nested within another, their experiences are shaped by the effects of the individual servicescape, the compounding effects of both servicescapes, and by the transference effects between the two servicescapes. Consequently, marketers need to take a holistic approach to managing servicescapes at all levels to create an overall positive consumer experience. We hope that our research serves as a catalyst for future studies that examine effects of nested servicescapes. Moreover, we hope our work encourages other researchers to investigate less conventional servicescapes, such as regions, towns, and neighborhoods, because there is so much more to be learned about how the places in which we live, work, and play affect and transform our lives.
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[We are pleased to welcome Trish Reay, Editor-in-Chief of Organization Studies.]
Much of today’s work is accomplished within projects. In Temporary Organizing and Institutional Change, recently published in Organization Studies, Sampo Tukiainen and Nina Granqvist investigate how people engage in temporary project work that ultimately holds potential for institutional change. They analyzed how events unfolded over time within a project designed to establish the “Innovation University” that contributed to a nationwide university reform in a European country. The article shows how the process of establishing this university took many twists and turns, and highlights the way that “lock-ins” can occur and promote change.
I particularly like this article because the authors show us the real messiness of such project work, while also giving attention to the temporal aspects of institutional change. Tukiainen and Granqvist develop a theoretical model of institutional project work that shows how actors engage in interactions while scoping and specifying the change. In addition, their case study suggests that successful institutional projects build on previous change attempts; the odds of success are improved by finding ways to build on previous activities and learning, even those arising from previous failures. This is an important article for everyone who wants to gain a greater understanding of temporary organizations and how they can drive institutional change.
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