On the relationship between research and practice: Debate and reflections

Journal of Management Inquiry

Volumn 16, Issue 2, 2007, Pages 128-154

  Walsh, James P ^a   Tushman, Michael L ^b   Kimberly, John R ^c   Starbuck, Bill ^d   Ashford, Susan ^a  

^a UNIVERSITY OF MICHIGAN   (United States)

^b HARVARD UNIVERSITY   (United States)

^c UNIVERSITY OF PENNSYLVANIA   (United States)

^d UNIVERSITY OF OREGON   (United States)

Author keywords

Practice; Relevance; Rigor; Theory

Indexed keywords

EID: 34250900493     PISSN: 10564926     EISSN: 15526542     Source Type: Journal    
DOI: 10.1177/1056492607302654     Document Type: Article

References (64)

1. Anderson, L. (2003, September 8). Companies still value training: Development survey shows that investing in executives has a big future. Financial Times, p. 5.
2. Anderson, M. (1996). Imposters in the temple: A blueprint for improving higher education in America. Stanford, CA: Hoover Institution Press.
3. Argyris, C., Schon, D.A. (1996). Organizational learning II: Theory, method and practice. Reading, MA: Addison-Wesley.
4. Augier, M., March, J.G., Sullivan, B.N. (2005). Notes on the evolution of a research community: Organization studies in Anglophone North America, 1945-2000. Organization Science, 16 (1). 85-96.
5. Bartunek, J. (2002). Corporate scandals: How should the Academy of Management members respond ? Academy of Management Executive, 16, 138.
6. Bazerman, M. (2005). Conducting influential research: The need for prescriptive implications. Academy of Management Review, 30, 25-31.
7. Beer, M. (2001). Why management research findings are unimplementable: An action science perspective. Reflections, 2, 58-65.
8. Bennis, W.G., O'Toole, J. (2005, May-June). How business schools lost their way. Harvard Business Review, pp. 96-104.
9. Bok, D. (2003). Universities in the marketplace: The commercialization of higher education. Princeton, NJ: Princeton University Press.
10. Bouchikhi, H., Kimberly, J.R. (2001). The death of the tenured professor and the rise of the knowledge entrepreneur. Human Relations, 54 (1). 77-85.
11. Brief, A. (2000). Still servants of power. Journal of Management Inquiry, 9 (4). 342-351.
12. Byrne, J.A. (1990, October 29). Is research in the ivory tower fuzzy, irrelevant, pretentious? Business Week, pp. 62-66.
13. Conger, J., Xin, K. (2000). Executive education in the 21st century. Journal of Management Education, 24 (1). 73-101.
14. Counte, M.A., Kimberly, J.R. (1974). Organizational innovation in a professionally dominated system. Journal of Health and Social Behavior, 15, 188-198.
15. Counte, M.A., Kimberly, J.R. (1976). Changes in physician attitudes toward reform in medical education: The results of a field experiment. Social Science and Medicine, 10, 547-552.
16. Dartmouth College. (2007). About TuckOur history. Retrieved from http://www.tuck.dartmouth.edu/about/history/index.html
17. DeAngelo, H., DeAngelo, L., Zimmerman, J. (2005). What's really wrong with U.S. business schools? (Working paper). Los Angeles: Marshall School of Business.
18. Gardener, J.W. (1968). No easy victories. New York: Harper.
19. Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4 (1). 75-91.
20. Gordon, R.A., Howell, J.E. (1959). Higher education for business. New York: Columbia University Press.
21. Grey, C. (2001). Re-imaging relevance: A response to Starkey and Madan. British Journal of Management, 12, S27 - S32.
22. Hambrick, D.C. (1994). What if the academy actually mattered? Academy of Management Review, 19 (1). 11-16.
23. Hinings, C.R., Greenwood, R. (2002). Disconnects and consequences in organization theory. Administrative Science Quarterly, 47, 411-421.
24. Huff, A.S. (2000). Citigroup's John Reed and Stanford's James March on management research and practice. Academy of Management Executive, 14, 52-66.
25. Kanter, R.M., Khurana, R., Nohria, N. (2005). Moving higher education to the next stage: A new set of societal challenges, a new stage of life, and a call to action for universities. (Working Paper 06-021). Boston: Harvard Business School.
26. Kaplan, R. (1998). Innovation action research: Creating new management theory and practice. Journal of Management Accounting Research, 10, 89-118.
27. Katz, R., Tushman, M.L. (1979). Communication patterns, project performance, and task characteristics: An empirical evaluation and integration in an RD setting. Organizational Behavior and Human Performance, 23, 139-162.
28. Khurana, R., Nohria, N., Prenrice, D. (2005). Management as a profession. In J. Lorsch, A. Zelleke, L. Berlowitz (Eds.), Restoring trust in American business (pp. 43-60). Cambridge, MA: American Academy of Arts and Sciences.
29. Kimberly, J.R. (1976). Issues in the design of longitudinal organizational research. Sociological Methods and Research, 4, 321-347.
30. Kimberly, J.R. (1979). Issues in the creation of organizations: Initiation, innovation, and institutionalization. Academy of Management Journal, 22, 247-257.
31. Kimberly, J.R., Counte, M.A. (1978). Issues in family practice: Medical student and practicing physician perspectives. Medical Care, 16, 214-225.
32. Kimberly, J.R., Counte, M.A., Dickinson, R.O. (1973). Design for process research on change in medical education. Paper presented at the Research in Medical Education Annual Meeting, Washington, DC.
33. Kuhn, J., Marsick, V. (2005). Action learning for strategic innovation in mature organizations. Action Learning: Research and Practice, 2 (1). 29-50.
34. Lawrence, P.R. (1992). The challenge of problem-oriented research. Journal of Management Inquiry, 1, 139-142.
35. March, J.G. (2003). A scholar's quest. Journal of Management Inquiry, 12 (3). 205-207.
36. Mezias, J.M., Starbuck, W.H. (2003). Studying the accuracy of managers' perceptions: A research odyssey. British Journal of Management, 14, 3-17.
37. Mintzberg, H. (2000, July-August). Musings on management. Harvard Business Review, pp. 61-67.
38. Mintzberg, H. (2004). Managers not MBAs: A hard look at the soft practice of managing and management development. San Francisco: Berrett Koehler.
39. Pettigrew, A.M. (2001). Management research after modernism. British Journal of Management, 12, S61 - S70.
40. Pfeffer, J., Fong, C.T. (2002). The end of business schools? Less success than meets the eye. Academy of Management Learning and Education, 1 (1). 78-95.
41. Pfeffer, J., Fong, C.T. (2004). The business school business: Some lessons from the US experience. Journal of Management Studies, 41 (8). 1501-1520.
42. Readings, B. (1997). The university in ruins. Boston: Harvard University Press.
43. Rheingold, H. (2002). Smart mobs: The next social revolution. Cambridge, MA: Perseus Books.
44. Rosenberg, B., Houglet, M. (1974). Error rates in CRSP and Compustat data bases and their implications, Journal of Finance, 29, 1303-1310.
45. Rynes, S.L., Bartunek, J.M., Daft, R.L. (2001). Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of Management Journal, 44, 340-355.
46. San Miguel, J.G. (1977). The reliability of RD data in Compustat and 10-K reports. Accounting Review, 52, 638-641.
47. Scott, W.R. (2004). Reflections on a half-century of organizational sociology. Annual Review of Sociology, 30, 1-21.
48. Spender, JC (2007). Management as a regulated profession. Journal of Management Inquiry, 16, 32-42.
49. Starbuck, W.H., Mezias, J.M. (1996). Opening Pandora's box: Studying the accuracy of managers' perceptions. Journal of Organizational Behavior, 17 (2). 99-117.
50. Starkey, K., Madan, P. (2001). Bridging the relevance gap: Aligning stakeholders in the future of management research. British Journal of Management, 12, 3-26.
51. Stokes, D.E. (1997). Pasteur's quadrant: Basic science and technological innovation. Washington, DC: Brookings Institution.
52. Tichy, N., Sherman, S. (1993). Control your destiny or someone else will. New York: Currency Doubleday.
53. Trieschmann, J.S., Dennis, A.R., Northcraft, G.B., Niemi, A.W. (2000). Serving multiple constituencies in the business school: MBA program versus research performance Academy of Management Journal, 43 (6). 1130-1141.
54. Tushman, M.L. (1977). Special boundary roles in the innovation process. Administrative Science Quarterly, 22, 587-605.
55. Tushman, M.L. (1978). Task characteristics and technical communication in RD. Academy of Management Journal, 21, 624-645.
56. Tushman, M.L. (2003, August). On the relevance of OMT. Academy of Management OMT Distinguished Scholar Presentation, Seattle, WA.
57. Tushman, M.L. (2004). From engineering management/ RD management to the management of innovation, to exploiting and exploring over Value Nets: 50 years of research initiated by IEEE-TEM. IEEE Transactions on Engineering Management, 51 (4). 409-411.
58. Tushman, M.L. (2005, May). On rigor and relevance. Presentation at Bill Starbuck Celebration, Leonard N. Stern School of Business, New York University, New York.
59. Tushman, M.L., O'Reilly, C., Fenollosa, A., Kleinbaum, A. (in press). Towards rigor and relevance: Executive education as a lever for enhancing academic relevance. Academy of Management Learning and Education.
60. Ulrich, D., Kerr, S., Asheknas, R. (2002). The GE workout: How to implement GE's revolutionary method for busting bureaucracy and attacking organizational problemsfast. New York: McGraw-Hill.
61. Van de Ven, A., Johnson, P. (2004). Knowledge for science and practice (Working paper). Minneapolis: University of Minnesota, Carlson School of Management.
62. Walsh, J.P., Weber, K., Margolis, J.D. (2003). Social issues and management: Our lost cause found. Journal of Management, 29, 859-881.
63. Weick, K.E. (2001). Gapping the relevance bridge: Fashions meet fundamentals in management research. British Journal of Management, 12, S71 - S75.
64. Weick, K. (2004, August). On rigor and relevance of OMT. Academy of Management Symposium, New Orleans, LA.