Reaffirming opportunities for pluralism in management scholarship

Lee, Bill; Morley, Michael J.

doi:10.1111/emre.12474

Cited by 4 publications

(6 citation statements)

References 44 publications

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“…In turn, review studies authored by scholars affiliated with RoW institutions not only include a higher total number of journals in their searches for relevant research items (see Table 2) but are also more inclusive or pluralist (cf. Lee & Morley, 2021) in terms of journals they cover in their search. That is, the share of grade 3, grade 2, and grade 1 journals is higher for reviews authored by RoW scholars than for reviews authored by their North American counterparts (see Table 3, Panel A).…”

Section: Resultsmentioning

confidence: 99%

“An A is an A?” Maybe in North America, but less so elsewhere

Hiebl

2023

European Management Review

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With reference to recent debate about the increasing "an A is an A" mentality at business schools, I provide evidence on the prevalence of this mentality in North America versus other regions of the world (RoW). The evidence presented is derived from the data selection procedures employed in conducting systematic reviews of management research because a focus on specific journals in this selection can be seen as an artifact of the "an A is an A" mentality. My findings suggest that this mindset is more widespread in North American business schools and less so elsewhere. This implies that in order to find remedies against the detrimental effects of the "an A is an A" mentality, North American business school leaders and academics might find inspiration in other countries. In addition, I suggest that a part of the solution could also be directing PhD students toward a more inclusive selection of journals and articles in reviews of management research.

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Section: Resultsmentioning

confidence: 99%

“An A is an A?” Maybe in North America, but less so elsewhere

Hiebl

2023

European Management Review

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“…Most prior literature on MI implementation within IJVs has focused either on a particular level (e.g., cultural level, Barmeyer & Davoine, 2019) or on one set of factors (e.g., environmental dynamism and complexity, Meuer, 2014; top management, Rezvani et al, 2017) to the exclusion of others (e.g., IJV type and partners' bargaining power). However, these factors should be considered as a whole (Johns, 2006) for understanding the complexity of the implementation process (Gümüsay & Amis, 2021; Lee & Morley, 2021) and for identifying interactions between levels (Idiagbon‐Oke & Oke, 2011; Johns, 2006; Kozlowski & Klein, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…We look at these levels as a whole to obtain the big picture of factors playing roles in MI implementation (Gümüsay & Amis, 2021; Lee & Morley, 2021). Furthermore, we assume that these different levels not only play roles but also constrain the latitude of actors at the lower level (Johns, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Thus, MI can be implemented in many departments or transversal activities of both MNEs and local firms. Unlike what happens at the intraorganizational level (Haneda & Ito, 2018; Klein & Sorra, 1996; Real & Poole, 2005), the context of IJVs requires several levels of analysis to be considered to understand the complexity of the implementation process (Gümüsay & Amis, 2021; Lee & Morley, 2021). Johns (2006) emphasizes that cross‐level or multilevel research designs explicitly demonstrate how higher‐level situational factors affect lower‐level behaviors.…”

Section: Introductionmentioning

confidence: 99%

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Toward an understanding of the implementation of management innovation in international joint ventures: A multilevel perspective

Korbi

Géraudel

Nakara

2022

European Management Review

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Implementing management innovation (MI) is a great challenge for international joint ventures (IJVs), specifically for those between multinational enterprises (MNEs) and local firms. Different multilevel factors have been shown in the international business literature to play a role in MI implementation within IJVs. In this paper, we add to this literature by showing that these factors do not act in isolation and that their interplay must be considered. To this aim, we draw on qualitative data from 35 CEOs and TMT members of five IJVs between European MNEs and Tunisian local firms. Overall, our study reveals that depending on the type of IJV, the multilevel factors playing a role in the implementation of MI are different.

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“…Additional criticism revolves around management research lacking a certain relevance and credibility due to being divorced from contextual reality and practice (Bedeian et al, 2010; Davis, 2015; Hambrick, 1994, 2007; Honig et al, 2018). And as highlighted in a previous editorial (Lee & Morley, 2021, p. 3) this is consequential in as much as concerns relating to “the relevance of our scholarship, the enduring academic‐practice divide, and the dearth of contextualization in the research effort,” leave us less well placed “to generate the significant knowledge gains required to address pressing challenges.”…”

Section: Introductionmentioning

confidence: 99%