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Open Access
Article
Publication date: 15 August 2019

David J. Finch, John Nadeau, Bill Foster, Norm O’Reilly, Kim Bates and Deryk Stec

The issues associated with the production and dissemination of management research have been widely debated amongst administrators, scholars and policymakers for decades. However…

1252

Abstract

Purpose

The issues associated with the production and dissemination of management research have been widely debated amongst administrators, scholars and policymakers for decades. However, few studies to date have examined this issue at the level of the individual scholar. The purpose of this paper is to view a management scholar’s choice of knowledge dissemination (KD) outlets as a legitimacy judgment embedded in their social structure and community norms.

Design/methodology/approach

To explore this, the authors conduct a sequential mixed-methods study. The study uses qualitative methods, including one-on-one interviews (n=29) and five workshops (n=79) with administrators, management scholars, students and external community members (practitioners and policymakers). In addition, the authors analyzed the KD outcomes of 524 management scholars at seven Canadian universities drawn from a stratified sample of business schools.

Findings

The results of the research demonstrate the complex interaction between individual scholar-level factors, including socialization (degree type and practitioner experience) and tenure, and the institutional-level factors, such as strategic orientation and accreditation, and how these influence KD judgments. Specifically, the authors find that institutional factors (such as tenure and promotion) are a central predictor of scholarly KD; in contrast, the authors find that individual-level factors including degree, professional experience and career stage influence non-scholarly KD.

Originality/value

The results suggest that as management scholars face increasing pressure to demonstrate impact beyond academia, it may be more difficult than simply adapting the reward system. Specifically, the authors suggest that administrators and policymakers will have to consider individual factors, including their academic training (including interdisciplinary training), previous practitioner experience and career stage.

Details

Journal of Industry-University Collaboration, vol. 1 no. 2
Type: Research Article
ISSN: 2631-357X

Keywords

Open Access
Article
Publication date: 6 November 2023

George Foster, Norm O'Reilly, Jim Best Devereux and Matias Shundi

This article seeks to enhance the understanding as to why head coaches and general managers (GMs) in the National Basketball Association (NBA) and the National Football League…

Abstract

Purpose

This article seeks to enhance the understanding as to why head coaches and general managers (GMs) in the National Basketball Association (NBA) and the National Football League (NFL) exit from their positions.

Design/methodology/approach

Three hypotheses were investigated using a series of quantitative and qualitative data from the past 30 years. The samples analyzed are comprised of 891 GM and coach annual observations for the NBA clubs and 949 GM and coach observations for the NFL clubs. Analyses include a logit analysis for coach exit/retention, a logit analysis for GM exit/retention and textual analysis via topic modeling via latent Dirichlet allocation.

Findings

Results show a correlation between a coach exiting and a GM exiting simultaneously, thus amplifying the importance of these two roles in enhancing or destroying the success of a club and supporting the need for a deeper understanding of both roles, particularly the GM. The results further highlight cultural differences across clubs in terms of GM and coach turnover, a factor that often is heavily influenced by club ownership.

Originality/value

The results support the role of owners in exits, confirm the importance of winning in avoiding an exit, find a high level of interrelationship between GM and coach exits and show that past culture of firings influences future exit decisions.

Details

Sport, Business and Management: An International Journal, vol. 14 no. 1
Type: Research Article
ISSN: 2042-678X

Keywords

Content available
Article
Publication date: 1 July 2008

Frank Pons, David Stotlar and Cheri Bradish

388

Abstract

Details

International Journal of Sports Marketing and Sponsorship, vol. 9 no. 4
Type: Research Article
ISSN: 1464-6668

Content available
Article
Publication date: 10 August 2012

Gizem Öksüzoğlu Güven

408

Abstract

Details

International Journal of Entrepreneurial Behavior & Research, vol. 18 no. 5
Type: Research Article
ISSN: 1355-2554

Keywords

Content available
Article
Publication date: 20 July 2010

Keith Dinnie and T.C. Melewar

562

Abstract

Details

International Marketing Review, vol. 27 no. 4
Type: Research Article
ISSN: 0265-1335

Content available
Article
Publication date: 18 May 2015

Francisco Guzman and Cleopatra Veloutsou

174

Abstract

Details

Journal of Product & Brand Management, vol. 24 no. 3
Type: Research Article
ISSN: 1061-0421

Content available
Article
Publication date: 1 October 2008

Harald Dolles and Sten Söderman

228

Abstract

Details

International Journal of Sports Marketing and Sponsorship, vol. 10 no. 1
Type: Research Article
ISSN: 1464-6668

Content available
Book part
Publication date: 4 October 2022

John E. Baur

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e.

Abstract

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

Content available
Book part
Publication date: 27 January 2023

Jon-Arild Johannessen

Abstract

Details

Consciousness and Creativity in Artificial Intelligence
Type: Book
ISBN: 978-1-80455-161-5

Open Access
Article
Publication date: 15 March 2023

Charlotta Kronblad, Johanna E. Pregmark and Rita Berggren

This paper aims to understand what prevents established law firms from embracing digitalization and discusses barriers to solving the emerging ambidexterity problem. Law firms…

1406

Abstract

Purpose

This paper aims to understand what prevents established law firms from embracing digitalization and discusses barriers to solving the emerging ambidexterity problem. Law firms have been organized in the same way for decades. However, digital opportunities are emerging and new competitors are challenging established firms. This presents established law firms with an ambidexterity problem: How can law firms simultaneously uphold their successful way of working while entering a new world of digitalization, artificial intelligence (AI) and machine learning?

Design/methodology/approach

Previous research suggests that law firms are slow in digital transformation, compared to other Professional Service Firms (PSFs). In this paper, the authors explore why this happens. Interview data from representatives in law firms are complemented with data from architects as well as legal industry data and field notes. The data have been analyzed to spot patterns and emerging themes.

Findings

The authors find that established law firms face structural and cultural barriers to applying ambidextrous solutions. When comparing law firms with architecture firms, the authors see that while established architecture firms have combined digital exploration with ongoing exploitation, established law firms have focused on exploitation, leaving digital exploration to new legal tech firms. This difference can be attributed to industry context and professional culture.

Originality/value

This paper shows that both structural and contextual ambidexterity is a challenge for established law firms. This paper contributes to the understanding of barriers to embrace digital technology, and supports practitioners in efforts to remove these barriers.

Details

Journal of Service Theory and Practice, vol. 33 no. 2
Type: Research Article
ISSN: 2055-6225

Keywords

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