Organization and Management Theory OMT

JOURNAL OF MANAGEMENT INQUIRY -- April 2020 Issue -- Open Access

  • 1.  JOURNAL OF MANAGEMENT INQUIRY -- April 2020 Issue -- Open Access

    Posted 03-10-2020 16:20


    Apologies for cross-postings. Articles from the April 2020 issue of the Journal of Management Inquiry are now available. Please enjoy free access through May 11 by clicking on the URL for each article.

    The April issue begins with a Provocations & Provocateurs tribute to Jim March.


    APRIL 2020 ISSUE


    A Special "Provocations and Provocateurs" Section Honoring Jim March

    Denny Gioia, James G. March, Johen P. Olsen, Daniel Levinthal, Linda Argote, James P. Walsh, Alan D. Meyer, Theresa Lant, Stephen Mezias, Zur Shapira1, and Henrich R. Greve

    JMI 2020, Vol. 29(2) 119-127



    The Impetus for Resilience and Change in Business Education and Management Research

    Sarah Kovoor-Misra

    JMI 2020, Vol. 29(2) 128-133

    In the past hundred years, business schools in the United States have had to be resilient and undergo change in order to address various challenges. They have faced issues pertaining to their legitimacy, rigor, and relevance. This article suggests that business schools are once again in a period of change that requires resilience and that these age old issues have to be reconsidered in this new environment, and it describes some of the economic, reputational, technological, and psychosocial threats and opportunities that are currently creating an impetus for change. The other articles that comprise this dialog series on Resilience and Change in Business Education and Management Research are also introduced.

    Keywords: change management, management education, organizational behavior


    Seeking Ambidexterity in an Increasingly Turbulent Environment: The Case of the University of Denver's Daniels College of Business

    Paul Olk

    JMI 2020, Vol. 29(2) 134-138

    The Daniels College of Business at the University of Denver has shown resilience in navigating an increasingly turbulent environment. In working to transform itself, while still performing current activities, the College has pursued ambidexterity. That is, it has exploited its existing capabilities to deliver traditional academic programs and activities, while exploring new capabilities, academic programs, and activities that will help position the school for future growth. This effort started with revisions in the College's strategy, structure, and mission, which were then followed by several operational changes. The depth and process of these changes are illustrated in the discussion of three significant initiatives: a focus on challenge-driven education, the launching of an online MBA, and the commencement of an executive PhD program. These changes have impacted enrollment as well as the College's ability to consider and implement additional changes.

    Keywords: change management, innovation, exploration/exploitation


    Transformation and Resilience at the University of Redlands

    James C. Spee

    JMI 2020, Vol. 29(2) 139-144

    Small, private, non-profit liberal arts universities with professional schools face threats that differ from those of large, public, and private institutions. These include threats such as low brand recognition outside a small geographic area, changes in the natural environment, and lower business school enrollments which reduce income from tuition. The University of Redlands responded to these threats by merging with a small institution in a different market and by adding a major in sustainable business and adding online delivery to its MBA program. These changes both built on the existing capacity for change and added new sources of resilience. They hired and developed leaders and followers with resilient traits and values. They built organizational cultures, identities, and character that could support resilience and positive change. They built a network of positive stakeholder relationships with diverse groups. Finally, they instituted teams, plans, and other resources that enabled agility.

    Keywords: management education, structure, design & boundaries, organizational learning, dynamic capabilities


    Utah Valley University: A Continuing Culture of Transformation

    Maureen Snow Andrade

    JMI 2020, Vol. 29(2) 145-149

    Utah Valley University is a large, regional, open-admission institution with growing enrollments and changing demographics. It has a history of transformation and change, beginning as a trade school in 1941 and evolving to a university in 2008. This article illustrates how the university has engaged in on-going strategic planning to anticipate and effectively manage threats and opportunities. The article begins with background information and statistics about the university and the Woodbury School of Business, explains how the university has leveraged its elective Carnegie classification as a community engaged institution, and shares examples of transformations in teaching and learning to enable student success. It then illustrates how the university's Woodbury School of Business has paralleled the directions of the university to build capacity among its faculty for engaged learning and pedagogical innovations. The article ends with a summary of key outcomes and thoughts on the sustainability of transformation.

    Keywords: innovation, management education, change management


    Rigor, Relevance, and Resilience in Management Research

    Nandini Rajagopalan

    JMI 2020, Vol. 29(2) 150-153

    In this essay, I discuss a few characteristics of research that is rigorous, resilient, and impactful and identify some research topics that share these characteristics. I then share some observations on trends in the broader research environment that pose opportunities and threats for our continued ability to conduct research that is both rigorous and relevant. Finally, I offer some strategies to enhance our ability to continue to produce management knowledge that remains impactful over time.

    Keywords:  strategy, knowledge management, organizational learning


    The Transformative Professor: Adapting and Fostering Positive Change

    Sarah Kovoor-Misra

    JMI 2020, Vol. 29(2) 154-158

    Business school faculty can play a critical role in fostering resilience and change in their institutions. This article describes what it means to be a transformative professor and a catalyst for positive change. It suggests that this involves playing both leader and follower roles, such as builders, problem-solvers, and constructive disruptors; having a transformative mind-set; and utilizing multiple forms of intelligence.

    Keywords: change management, management education, organizational behavior



    Rituals and Institutional Maintenance: The Case of the Beating Retreat Ceremony

    Mukta Kulkarni

    JMI 2020, Vol. 29(2) 159-173 

    The present study examines ritual-driven institutional maintenance, or the reproduction of social order, in a case where ritual attendance is not mandated, conformity to the recurring ritual enactment is not expected, and where the ritual assumes meaning only as it is performed in perfect coordination with an assumed rival. The study is based on the case of the Beating Retreat ritual conducted daily at the India–Pakistan border. Findings indicate that institutional maintenance rests on (a) distantiation, which serves to create physical and social distance between collectives as ritual participants gain a sense of self and the "other," and (b) interpellation, which serves to reinforce institutional ideologies as ritual participants internalize and profess what is valued. I extend implications of present findings for social relations within work organizations.

    Keywords: institutional theory, qualitative research, interviews


    Research Misconduct in Business and Management Studies: Causes, Consequences, and Possible Remedies

    Dennis Tourish and Russell Craig

    JMI 2020, Vol. 29(2) 174-187

    This article analyses 131 articles that have been retracted from peer-reviewed journals in business and management studies. We also draw from six in-depth interviews: three with journal editors involved in retractions, two with coauthors of papers retracted because a fellow author committed research fraud, and one with a former academic found guilty of research fraud. Our aim is to promote debate about the causes and consequences of research misconduct and to suggest possible remedies. Drawing on corruption theory, we suggest that a range of institutional, environmental, and behavioral factors interacts to provide incentives that sustain research misconduct. We explore the research practices that have prompted retractions. We contend that some widely used, but questionable research practices, should be challenged so as to promote stronger commitment to research integrity and to deter misconduct. To this end, we propose eleven recommendations for action by authors, editors, publishers, and the broader scientific community.

    Keywords: research misconduct, retractions, ethics, recommendations


    Board Empowerment: What Motivates Board Members of Founder-Owned Companies?

    Alexander Libman, Tatiana Dolgopyatova, and Andrei Yakovlev

    JMI 2020, Vol. 29(2) 188-205

    This article investigates the role of boards in founder-managed firms with concentrated ownership in emerging markets. The literature frequently suggests that in this type of companies, boards have little influence on the corporate decision making. The article conducts a case study of AFK Sistema-a large Russian founder-managed firm with concentrated ownership. We observe that, contrary to the expectations, in this company, the founder provided real authority to the board, at the same time focusing on recruiting independent (mainly foreign) members. Based on this case, we argue that selectively empowering boards in this type of ownership setting could be beneficial for the firm: Selective empowerment is a source of intrinsic motivation for the independent board members, making them proactively search for new projects and assist in their implementation on behalf of the firm. As a result, the company can overcome a number of important barriers in its development.

    Keywords: board of directors, founder-managed firms, concentrated ownership, proactive engagement of board members, emerging markets


    The Placing of Identity and the Identification of Place: "Place-Identity" in Community Lifeboating

    Christopher Grey and Michelle O'Toole

    JMI 2020, Vol. 29(2) 206-219.

    This paper explores the symbiotic relationship between place and identity. On one hand, it asks what role place plays in the formation of identity. On the other hand, it asks how place itself is invested with meaning by actors. This theoretical concept of "place-identity" is analyzed through the case of volunteer lifeboaters in the Republic of Ireland, to illustrate how place itself is socially constructed so as to acquire a range of social meanings which interact in a recursive relationship with identity over time. The particularity of dangerous maritime places is shown to shape identity, while those places are shown to be bound up with a mosaic of other factors (such as history, family, and community) which make them meaningful. The paper theorizes a more social, temporal, and dynamic relationship between place and identity than is offered by extant literature and offers refinements to the concept of place-identity.

    Keywords: identity, place, space, place-identity, community, tradition, lifeboating



    Engagement as a Privilege and Disengagement as a Pathology

    Grace Lemmon, Jaclyn M. Jensen, Morgan S. Wilson, Margaret Posig, and Kenneth T. Thompson

    JMI 2020, Vol. 29(2) 220-235

    Employee engagement research to date has proliferated on the conceptualization that engagement is driven by mutable job design characteristics and related socioemotional resources. This essay explores concerns with that conceptualization. For instance, modern engagement research has defined a "work role" with an almost exclusive focus on employees occupying professional roles, largely ignoring broad swaths of population who hold blue- or pink-collar jobs. These concerns are set forth in a discussion of broadening the definition of engagement. We start by describing the key components of the construct of engagement, followed by a discussion of how changes in the modern work role restrict engagement in ways that do not comport with the traditional view. Next, this essay explores three assumptions inherent in engagement's research stream: possibility, availability, and directionality. Finally, key research directions and questions are presented in an attempt to focus research attention on studying engagement from a more inclusive lens.

    Keywords: careers, empowerment/employee involvement/participation, job design, organizational behavior



    No Peace, No Rest: Paying More Attention to Actors at the Wealth–Power Nexus

    David C. Lingelbach

    JMI 2020, Vol. 29(2) 236-239

    Actors at the wealth–power nexus-oligarchs, cronies, plutocrats, and the like-have become increasingly consequential in the global economic, political, and organizational landscapes. Yet, we know little about them, especially the processes by which they gain wealth or power, and then transform one into the other. I suggest that one reason for our limited understanding is that we are prisoners of Aristotle's conceptualization of them as groups. To break out of that prison, a turn to the individual level seems warranted. This turn opens up new theoretical perspectives that focus on individuals and their processes, including effectuation, process research, biology and neuroscience, and arts and literature. These perspectives put individual-level processes front and center in the uncertain contexts in which these actors create and transform wealthand power.

    Keywords: business & government, decision-making, individual/CEO, leadership, power and politics



    Risky Business? The Value of Employing Offenders and Ex-Offenders: An Interview

    With James Timpson, Chief Executive of Timpson

    Jenna Pandeli and Nicholas O'Regan

    JMI 2020, Vol. 29(2) 240-247

    This interview with James Timpson, Chief Executive of Timpson retailers, explores his innovative approach to recruitment and empowerment in the workplace. James Timpson is passionate about the employment of ex-offenders, working closely with the prison service in the United Kingdom and creating a workplace that invests in its employees. This interview offers some interesting insights into how organizations can contribute positively to society and engage seriously with improving our communities. Drawing on James's insights, we provide a commentary on the impact that James's work can have on ex-offenders in terms of reducing reoffending and improving the lives of a vulnerable group of people through creating a workplace culture that emphasizes empowerment. James shows how organizations can support ex-offenders and simultaneously ensure the success of the company. In fact, he shows how these two things can go hand in hand.

    Keywords: employment, empowerment, ex-offenders, organizational culture, prison work, rehabilitation



    The Editors and Editorial Board of JMI thanks Sage Publications for its generosity in sharing published articles openly.  

    Richard Stackman
    University of San Francisco
    San Francisco CA
    (415) 422-2148