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In many colleges and universities, publication is a key factor in evaluating the academic productivity of faculty. Moreover, the pressure to publish may drive scholars to identify research questions that are believed to have a greater probability of being published rather than being driven by their interests in an important research question that will advance the field. A critical question then, is to what extent publication outlets reinforce a pattern of publications that are well-suited to the research enterprise − encouraging contributions that extend the frontiers of what is already known. Analysis of both accepted and rejected empirical manuscripts from two leading journals in organization science reveal that novel research is less likely to be published, but more likely to be cited. Results are used as a basis for making inferences about the publication process and for commentary related to the advancement of organization science as a field of study.

The article aims to provide a personal view of working in a fast‐food service environment.

This is an opinion piece written by a professor at SUNY Buffalo's School of Management.

The author worked undercover as a crew member in one of the “big three” fast food companies, a site particularly rich with good and bad leadership examples which are summarised.

The article provides insightful examples of present employment relations and leadership skills in the American fast‐food industry.

The purpose of this paper is to examine the venture development processes (or “entrepreneurial processes”) of “sustainable” entrepreneurs, i.e. entrepreneurs who create and build profitable companies that also pursue environmental or social causes. The paper aims to find how these mission‐oriented entrepreneurs achieve their business objectives while serving their social and environmental causes.

The paper identifies 21 successful sustainable entrepreneurial companies in various industries ranging from apparel to biotechnology that were exemplary in their pursuit for sustainability. The paper examined their key decisions and activities in their “entrepreneurial process”, collecting most of the relevant information from published or self‐developed case studies.

The paper finds that most of sustainable entrepreneurs are an unusual breed with limited business backgrounds. Most obtain financing from non‐conventional sources and employ unorthodox, yet sound human resource management practices. They are shrewd in their marketing strategies and effective in running efficient, environmentally sound operations. Also, they find innovative methods for balancing their financial goals against their objectives of making a difference in their environment and society.

The paper's findings help demystify and provide some insights into how values‐oriented entrepreneurs and their companies can simultaneously meet economic, social and/or environmental objectives.

This paper is one of the few studies that examine the business practices of for‐profit, sustainability‐oriented entrepreneurs. It is also one of the few formal studies that identify commonalities among a relatively large and diverse sample of companies. Most important, this research suggests practical guidelines for aspiring entrepreneurs to follow as they build their sustainable business ventures.

In large system development efforts organizational and managerial issues are often more challenging than technical ones. One of the key concerns of managers is the control and evaluation of the overall development effort. The purpose of this paper was to analyze the evaluation of system development process in a setting where there are multiple stakeholders in multiple organizations that develop a common information system (IS). The case is a consortium of universities that has developed a common student registrar system over a period of more than ten years.

The authors used a social process model to analyze the episodes and encounters in the system development and evaluation process. The research approach can be characterized as action case.

The authors found that in the early stages of system development the evaluation was emergent or even non‐existent. As the system was developed further and issues, such as delays and missing features, arose, there was a need for better control of the process. Thus, the evaluation process evolved through a series of critical encounters into a more proactive one.

The authors studied only one case so broad generalizations directly from the case cannot be made. However, the results could hold true for similar settings. The authors believe that the results are interesting to both researchers and practitioners since in outsourcing relationships the consortium kind of arrangement is becoming more common.

The authors analyze the evolution of IS evaluation processes in a setting with multiple client and vendor organizations and reveal the complexities of system evaluation in such settings. Moreover, they introduce three new concepts: reactive, transitional and proactive evaluation processes. These concepts can help researchers and practitioners to better understand the nature of the IS evaluation processes and to possibly choose an evaluation approach that has a better “fit” with the development situation at hand.

This case requires students to evaluate alternative dual-share-class corporate structures that allow companies and entrepreneurs to pursue profit with purpose. The case explores Impact Makers, an IT consulting company based in Richmond, Virginia. While original founders of the firm hold all voting rights, the cash flow rights belong to two nonprofits setting the stage for a Newman's Own model of management consulting. The case discusses whether and how the alternative corporate structure aids the firm's overall strategy to attract top-quality employees, pay them competitive salaries, and provide superior service to its clients while donating 100% of its lifetime value to charitable causes, largely through partnerships with various nonprofit organizations. More importantly, the case asks students to evaluate how such a dual-share-class and dual-purpose company can raise capital to fund continued growth.

The case opens with CEO Michael Pirron reminding himself of all the questions he had run through to execute a strategy to further grow Impact Makers' consulting business both through expanding a menu of services and through conquering new geographical markets. To do either, or both, the company needed a cash infusion. Internal cash was limited, as up to 40% of it flowed to charitable partners, demonstrating Impact Makers' commitment to its mission. Raising debt for a company without fixed assets was challenging and time consuming. Complicating it all was that being structured as a nonstock corporation rendered equity raising difficult. Could Impact Makers raise money to grow and stay true to community values at the same time?

In this chapter, we examine the reflexive interplay of cultural, institutional, organizational, and personal narratives to examine more completely the ways in which successful and normative participation in schooling signals the ability and opportunity to participate in life beyond the institution.

Using narrative analysis techniques, we analyzed the interviews of eight college students who described their experiences with test anxiety.

Each individual story and experience points to the ebb and flow of participation and exclusion in the activities of schooling as well as a full participant in life more broadly. Significantly, we find that what it means to be a successful student in higher education has bearing on what it means to be a productive and worthwhile citizen, daughter, son, and partner.

This research adds needed complexity to the study of test anxiety by highlighting the ways in which higher education settings rely on the medical model of disability to enact their own gatekeeping mechanisms in an effort to “legitimize” disability through acknowledgment and accommodation. Findings point to the ways in which culturally circulating stories of disability can shape organizational responses and how these can shape personal experience.

This study reviews the existing literature on the U.S. peer review system and the Public Company Accounting Oversight Board (PCAOB) inspection system to assess our knowledge of audit regulation. The traditional self-regulatory system of the accounting profession came to an end, in 2002, when the PCAOB was established to oversee the audit firms of publicly traded companies. This paper contributes to the controversial debate about self-regulation versus independent regulation by analyzing, categorizing, and comparing the research findings on the peer review system and the PCAOB system along three dimensions: the validity of peer reviews and PCAOB inspections, the recognition of reviews and inspections by decision-makers (e.g., investors, bankers, committees), and the effect of reviews and inspections on audit quality. Synthesizing the research on the regulatory regimes suggests that the notion of external quality control, both through peer reviews and government inspections, is positively linked with an improvement of audit quality. At the same time, the analysis indicates that external users do not seem to recognise peer review and PCAOB reports as very useful instruments for decision-making, which is in line with an identified rather skeptical perception of the audit profession on reviews and inspections. Overall, this study reveals that although the academic literature on peer review and PCAOB inspection is extensive it has not produced definitive conclusions concerning various aspects of audit regulation. This paper shows how this blurred picture is due to conflicting research findings, the dominance of the quantitative research paradigm, and unchallenged assumptions within the literature, and concludes by proposing research opportunities for the future.

It's been three years since my previous survey in RSR. Superb reference books in pop music have been appearing so frequently that I've been having trouble keeping up. Let's hope “next year's” survey will only be 12 months in the making and not 36.

What effect does strategic frame adaptation have on movement continuation and popularity? Using a comprehensive online dataset from three North American cities, we show how SlutWalk’s continuous strategic adaptation of frames in response to criticisms and changing political and social climates has influenced its popularity over the past three years. SlutWalk’s initial “Shame-Blame” and “Slut Celebration” frames conveyed powerful messages that catalyzed protests and generated outrage mostly from young feminists during its formative phase. However, meanings of the term “slut” varied widely across racial, cultural, and generational contexts, causing the “Slut Celebration” frame to be problematic for some micro-cohorts of feminists and leading to a decline in protest participation after initial enthusiasm waned. The campaign responded to the criticisms by minimizing the use of the word “slut” and emphasizing the more transnationally resonant “Shame-Blame” and “Pro-sex, Pro-consent frames,” resulting in increased participation and continued prominence of the SlutWalk across North America.