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Taking Stock of SIM: Social Issues in Management Division of the Academy of Management

Published on Sep 1, 2019in Business & Society5.013
· DOI :10.1177/0007650316661306
Sandra Waddock40
Estimated H-index: 40
(BC: Boston College)
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Abstract
This essay articulates two aspects of a changing Social Issues in Management (SIM) Division of the Academy of Management (AOM). First, the essay highlights the ways in which SIM’s central focus has...
  • References (26)
  • Citations (1)
References26
Newest
#1Mats Alvesson (UQ: University of Queensland)H-Index: 69
#2Joergen Sandberg (UQ: University of Queensland)H-Index: 3
Despite the huge increase in the number of management articles published during the three last decades, there is a serious shortage of high-impact research in management studies. We contend that a primary reason behind this paradoxical shortage is the near total dominance of incremental gap-spotting research in management. This domination is even more paradoxical as it is well known that gap-spotting rarely leads to influential theories. We identify three broad and interacting key drivers behind...
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#1Greg L. Stewart (UI: University of Iowa)H-Index: 26
#2Murray R. Barrick (A&M: Texas A&M University)H-Index: 42
Management researchers need to continually work to assure that our findings and conclusions are translated into management practice. Exploring the usefulness of contemporary research for the practice of management is therefore a worthy pursuit. However, the lack of rigor associated with the analyses reported in Pearce and Huang's article (2012, this issue) leaves scholars unable to draw meaningful and useful conclusions that can guide research practice. Specifically, the authors' conceptualizati...
4 CitationsSource
#1Jean M. Bartunek (BC: Boston College)H-Index: 34
#2Carolyn P. Egri (SFU: Simon Fraser University)H-Index: 23
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The relationship between management research and managerial practice is an issue that for many years has commanded attention from diverse parties such as business writers, students, and faculty members themselves. The results of the analyses of this relationship are controversial in that at least some members of some groups continue to hold different views. In their work, Pearce and Huang support the perspective that management research should inform managerial practice. However, they argue that...
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#1Ramon J. Aldag (UW: University of Wisconsin-Madison)H-Index: 25
Pearce and Huang (2012, this issue) argue that management research has had woefully little impact. In support of this contention, they attempt to demonstrate that there has been a decline in “actionable” management research in selected management journals, suggest that relatively few mentions of those journals in a publication such as The Economist are evidence of lack of impact, and offer a list of questions which they believe management research could more profitably address. I fully agree wit...
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#1Gregory B. Northcraft (UIUC: University of Illinois at Urbana–Champaign)H-Index: 36
#2David M. Tenbrunsel Ann E. Messick (ND: University of Notre Dame)H-Index: 51
In their article What Does Not Kill You (Sometimes) Makes You Stronger: Productivity Fluctuations of Journal Editors, Aguinis et al. (2010) find that major journal editors publish fewer journal articles (for a while) after being editors. The real story in Aguinis et al. (2010) is how the academic community defines what constitutes productivity for a scholar. Aguinis et al.'s (2010) apparently narrow focus on publications as scholarly productivity may reflect a reluctance by the academic communit...
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#1Jone L. Pearce (UCI: University of California, Irvine)H-Index: 30
#2Laura Huang (UCI: University of California, Irvine)H-Index: 11
70 CitationsSource
Pearce and Huang have written an article that chronicles the low and declining incidence of actionable research in two of the top managerial journals. In this paper, I quantify the cost of production of not-actionable articles, explain why I think that their production has flourished, discuss the difficulty of individual scholars speaking to both business and academic audiences, and provide a thought on how to stimulate production of actionable business research output. I estimate that the cost ...
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#1Herman Aguinis (IU: Indiana University Bloomington)H-Index: 56
#2Isabel Suárez-González (University of Salamanca)H-Index: 7
Last. Harry Joo (IU: Indiana University Bloomington)H-Index: 12
view all 4 authors...
Executive Overview Scholarly impact is one of the strongest currencies in the Academy and has traditionally been equated with number of citations—be it for individuals, articles, departments, universities, journals, or entire fields. Adopting an alternative definition and measure, we use number of pages as indexed by Google to assess scholarly impact on stakeholders outside the Academy. Based on a sample including 384 of the 550 most highly cited management scholars in the past three decades, re...
75 CitationsSource
Cited By1
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#1Barry M. Mitnick (University of Pittsburgh)H-Index: 15
In Sandra Waddock’s article “Taking Stock of SIM” in this journal, she identifies key issues in the work of the Social Issues in Management (SIM) Division of the Academy of Management. This article...
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