Reimagining Management Research: A Framework for Doing Research that Impacts Practice
There has never been a more important time for researchers to generate useful knowledge, catalyze change, and contribute to managerial and organizational effectiveness. Organizations have to adapt to the pressures, opportunities, and conundrums presented by a changing economic, technical, ecological, social, and political landscape. Managers need practical insights, research-based evidence, and knowledge partners to inform and guide their actions. Will organizational researchers be there to help them in this transition? Can we find better ways to connect our work to the challenges faced by managers, organizations, and their stakeholders? Doing practical research means studying the real issues, problems, and challenges facing organizations and the people that work in and manage them. It means generating knowledge that is 1) relevant to practice, 2) useful to practitioners, and 3) actionable. And to this a fourth condition is added—that research also be grounded in theory, methods hew to standards of reliability and validity, and findings speak to the literature, academic peers, and practitioners. This symposia addresses and describes how to do research in the middle space between the worlds of academe and practice.
Sponsors: RM, ODC, OMT
Philip H. Mirvis, Santa Fe
Chris Worley, Pepperdine Graziadio Business School
Susan A. Mohrman, U. of Southern California
Majken Schultz, Copenhagen Business School
Claudy Jules, Google Inc
Andrew H. Van de Ven, U. of Minnesota
Jean M. Bartunek, Boston College
Interventions in Organizational Research: Lessons Learned, Best Practices, Future Directions
Sponsors: RM, OB, MOC
Research in management and organizations aims to produce work that is theoretically grounded and practically useful. One promising and increasingly popular research method that strikes a balance between theory and practice is intervention-based research. Despite the potential of intervention-based research, several challenging questions currently limit the promise of this methodology: When should researchers use an intervention study? How do researchers design and implement good interventions? And how do researchers evaluate their results and make sound conclusions? In this symposium, we seek to provide important insight into the practice of intervention-based organizational research. Our symposium consists of a panel of six leading researchers who have rich and diverse experiences with designing and conducting empirical research using interventions. Our intent is that an audience interested in doing this kind of research will benefit from hearing about the choice points and reasoning of these scholars who have profound knowledge of and deep experiences with conducting interventions. This symposium will highlight important insights into the issues confronting scholars interested in using interventions in their research and provide guidelines and tips on effective intervention-based research, which we hope will guide future organizational research using interventions.
Elizabeth Trinh, U. of Michigan, Ross School of Business
Susan J. Ashford, U. of Michigan
Brianna Barker Caza, U. of North Carolina at Greensboro
Brittany Lambert, Indiana U. - Kelley School of Business
Allison S. Gabriel, U. of Arizona
Theresa M. Glomb, U. of Minnesota
Ellen Ernst Kossek, Purdue U.
Klodiana Lanaj, U. of Florida
Amy Wrzesniewski, Yale U.
Kimberly A Wade-Benzoni, Duke U.
Curating Collective Wisdom: Exploring New Infrastructures for Knowledge Synthesis
This symposium explores a new blueprint of knowledge synthesis in business and management. The cumulation of scientific knowledge is difficult to implement in the absence of a convergent and integrated knowledge system. The current technologies, outlets, and incentives of business and management scholarship emphasize discipline-based, reductionist research, and are relatively incapable of solving complex social problems concerning management. As an unintended consequence, the universe of data, knowledge, and communities is becoming exceedingly fragmented. This symposium gathers editors of elite review journals and elite journals with review issues, whose missions emphasize knowledge synthesis, to explore what new technologies and infrastructures are needed to accumulate fragmented knowledge scholarship into timely, widely accessible, and actionable collective wisdom.
Sponsors: RM, TIM, OCIS
Victor Zitian Chen, U. of North Carolina, Charlotte
Michael A. Hitt, Texas A&M U.
Stuart Bunderson, Wash U.
Carrie R. Leana, U. of Pittsburgh
Elizabeth L. Rose, U. of Leeds
Benjamin Martell Galvin, Brigham Young U.
Alain C. Verbeke, U. of Calgary
Frederick Morgeson, Michigan State U.
Christopher C. Rosen, U. of Arkansas
Dermot Breslin, Rennes School of Business
Bots, Fraud, and Careless Responding: Challenges of Bad-faith Responses in Survey Research
This symposium is aimed at bringing together a panel of scholars to discuss the prevalence and challenges associated with bad faith responses as well as opportunities to improve the quality of responses in survey research. Bad faith responding is
defined as a) intentionally careless responses (e.g., participants responding without reading items or randomly), b) fraudulent participants (e.g., individuals lying about who they are or completing multiple surveys), and c) bots (computer programs) completing one or more surveys and producing fake data. The panel discussion will focus on the trends of bad faith responding in
organizational research, the challenges associated with gathering survey data, and the opportunities for preventing, detecting, and mitigating bad faith responses. The primary goals of this panel symposium are to build awareness of bad faith responding, the
costs of convenience sampling, and to inform researchers of ways to resolve issues that can arise. By bringing together researchers who have examined these issues with practitioners working for platforms that help manage the survey research process (e.g. – Qualtrics, MTurk), we provide a unique perspective on the prevalence and impact of bad faith survey responding in management research.
Sponsors: RM, HR, OB
Erin E. Makarius, U. of Akron
Barbara Zepp Larson, Northeastern U.
James M. Diefendorff, U. of Akron
Daniel Judson Beal, Virginia Tech
Jason Huang, Michigan State U.
Melissa G. Keith, Bowling Green State U.
Leib Litman, CloudResearch
Ekaterina (Katia) Damer, Prolific