Problematizing ‘Relevance’ in the Business School: The Case of Leadership Studies

In recent years, the discourse of ‘relevance’ has risen to prominence in the university‐based business school. At the heart of this discourse is the suggestion that management researchers should align their research practices more closely with the needs of practitioners in external organizations. One important but under‐researched strand of this debate focuses on the way in which ‘relevance’ is pursued by business scholars via forms of practitioner engagement such as management consulting, corporate presentations, executive education and personal coaching. Drawing on extensive semi‐structured interviews, this paper explores the motivations, rewards and tensions experienced by leadership scholars in the process of engaging with practitioners. This study suggests that the pursuit of ‘relevance’ may come into conflict with norms of scholarly conduct, which in turn gives rise to a series of trade‐offs and compromises. Ultimately, the authors argue that the prevailing discourse of relevance provides an alibi for scholars to orient themselves towards practitioners in ways that contravene their academic identity and research ethos (whether post‐positivist, interpretivist or critical).     

Cultural Intelligence: A Review and New Research Avenues

Cultural intelligence (CQ), an individual's capability to function and manage effectively in culturally diverse situations and settings, has become the focus of a vibrant scholarly conversation and a flourishing area of multidisciplinary research. Since the introduction of the concept in 2002, substantial research has been conducted concerning its definition, the validation of its measurement, and the examination of its development and predictive capabilities. The present paper systematically reviews 73 conceptual and empirical articles published on CQ from 2002 to 2015 in management and international business journals as well as in education and psychology. The authors discuss two distinct conceptualizations of CQ, developments within the conceptual research, and opportunities for further theorizing. They also cluster the empirical studies based on how CQ was used and identify patterns, achievements and challenges within the literature. Finally, based on their analysis, they identify promising avenues for future research and propose specific questions that can further advance the scholarly conversation on CQ.     

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

Since its introduction, Prahalad and Bettis's concept of dominant logic has informed a variety of scholarly conversations in management and strategy research. However, scholars have interpreted dominant logic in different ways, emphasizing different aspects, such as managerial mindsets, administrative tools and management functions, as defining elements. Similarly, empirical studies have captured various aspects, such as meanings of entrepreneurs, observable strategic decisions and business model similarity, as indicators of dominant logic. Consequently, the concept lacks analytical clarity, and it is difficult to compare or generalize findings from this diverse set of studies. The aim of this review is to improve conceptual clarity by analysing, comparing and evaluating the existing interpretations and assessments of dominant logic in 94 studies. In the first part of the review, by disentangling the interpretations of the concept, we show that dominant logic consists of four defining dimensions: (i) shared mental models; (ii) values and premises; (iii) organizational practices; and (iv) organizing structures. In the second part, we reassemble dominant logic into an integrative model and theorize about how these dimensions operate in concert to produce a firm's dominant logic. Thus, our main contribution is a clarification and synthesis of the literature, which comes with implications on how future research can conceptualize and operationalize dominant logic more consistently.     

The pros and cons of drug testing in the business sector

The public policy issues of whether society should permit the business sector to test for the presence of illegal drug use by the employees is one in which seemingly convincing arguments can be advanced to support self-policing in this area as well as equally cogent arguments erected against the concept of empowering the corporate sector, to investigate the presumably enact sanctions against employee illegal drug usage.In this paper the authors will attempt to explore the controversy from several different scholarly perspectives, analyzing the most important arguments both for and against permitting the corporate sector to engage in employee drug testing. In criticizing each argument we will attempt to explicate the salient public policy implications, business effects and unique ethical issues that will have profound ramifications upon the larger society. In addition, we will analyze the current legal status of this controversy, citing the applicable controlling cases at the Federal level. Finally, the authors will give their policy recommendations based upon their analysis of the discussion in this paper.The authors believe it would be most advantageous to facilitate this discussion by first considering the arguments for permitting the corporate sector to engage in drug-testing employees for illegal substances, and then consider the arguments against permitting corporate drug-testing.     

On the Use of Paradox for Generating Theoretical Contributions in Management and Organization Research

Although research relating to paradox has burgeoned throughout the past decades, how paradox has been used in generating theoretical contributions remains largely tacit. Hinging on the systematic analysis of 476 publications, this literature review uncovers how scholars have leveraged paradox in demarcating theoretical contributions in the area of management and organization research. First, scholars can make use of paradox as a means to theorize, adding to the core conceptual conversation on paradox. Second, scholars can make use of paradox as a means to understand or advance insight on particular phenomena, drawing from paradox's conceptual knowledge to push forth discussions or debates in other strands of the management and organization field. Finally, scholars can make use of paradox as a way to verbalize something puzzling or surprising, supporting how readers are to appreciate or make sense of theoretical contributions advanced. Denoting approaches identified as highly complementary, this paper offers explicit handholds for academics to develop theoretical contributions through paradox, supporting the consolidation and further elevation of scholarly impact for the paradox community as such.     

A Multi‐level Dialectical–Paradox Lens for Top Management Team Strategic Decision‐Making in a Corporate Venture

This paper aims to critique the process of corporate‐owned, high‐tech start‐up strategizing through an inductive, longitudinal, case study of ‘UK‐Research‐Tech’. Insights are given through the combined ‘dialectical–paradox’ concept, thereby focusing on where ‘dialectic’ and ‘paradox’ theorizing overlap. This linked iterative, ‘dialogical–dialectic’ research approach also reflects chief executive officer/top management team (CEO/TMT) start‐up dynamics over time. These foci fill important gaps that impede better understanding of dialectical, dialogical and paradoxical forces within strategic decision‐making. As an interpretative tool, they illuminate CEO/TMT strategizing and changing interrelationships affected by broader, volatile, techno‐economic contexts and parent‐company influences on ventures. In this case study, it was found that the CEO's relatively autocratic, parent‐framed approach combined with TMT members' contradictory reactions to create ‘dialectical–paradox’ oppositional forces, eventually only resolved through ‘eleventh hour’ business strategy changes to rescue the venture. This research contributes to more nuanced understandings of corporate‐constrained ventures during early business development from start‐up strategic decisions at parent‐company level to subsequent conditions of more independent dynamic equilibrium. The ‘dialectical–paradox’ conceptual lens contributes an innovative critique of processes affecting strategic decision‐making dynamics. Another important contribution is the empirically inspired conceptual model, developed for use both to guide subsequent case‐study research analyses and as a reflective tool for CEO/TMT strategic decision‐making, especially within corporate‐inspired start‐ups.     

How can research contribute to the implementation of sustainable development goals? An interpretive review of SDG literature in management

Organizations often face challenges in incorporating the sustainable development goals (SDGs) into their strategic agendas. Despite the availability of guidelines from leading practitioners, such guidance often lacks the scientific insights provided by academia. In this study, we examine the integration of scholarly management literature into practical guidelines for achieving the SDGs. To do so, we first examined nine practitioner guidelines offered by well-reputed consulting firms, multilateral organizations and non-profits, from which we identified four underlying general processes: prioritizing SDGs to the most relevant strategic goals of firms, contextualizing the SDGs to firms’ geographical and industrial contexts, collaborating with other organizations and stakeholders to make more impactful progress and innovating via business process remodelling. Using these four processes as an overarching framework, we then conducted an interpretive literature review to mine highly cited sustainable development-related papers in the management field covering an 11-year period (2010–2020). From these studies, we derived novel connections to all four stages to offer a more robust and scientifically informed process-based framework for SDG adoption. We discuss multiple scholarly implications, including the importance of enhancing knowledge about the various phases of the SDG adoption model, developing research on understudied SDGs, and expanding theoretical and methodological approaches to SDG research. Additionally, we provide a more grounded SDG adoption model with significant practical implications.     

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

The surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development, and the theory and practice of people management serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research, and outline managerial implications.     

Employer Branding: A Brand Equity‐based Literature Review and Research Agenda

Over the past two decades, scholarly interest in employer branding has strongly increased. Simultaneously, however, employer branding research has developed into a fragmented field with heterogeneous interpretations of the employer branding concept and its scope, which has impeded further theoretical and empirical advancement. To strengthen the foundation for future work, this paper takes a brand equity perspective to review the extant literature and create an integrative model of employer branding. Using an analytical approach, the authors identify 187 articles, which they integrate along different employer brand dimensions and branding strategies: (i) conceptual; (ii) employer knowledge dimensions; (iii) employer branding activities and strategies. On the basis of this review, the authors develop an employer branding value chain model and derive future research avenues as well as practical implications.     

Key to Effective Organizational Performance Management Lies at the Intersection of Paradox Theory and Stakeholder Theory

One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short‐term, narrow, metrics‐oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long‐term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ‘what’ and the latter the ‘how’ of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed.     

The Internationalization of Chinese Firms: A Critical Review and Future Research*

The important phenomenon that the internationalization of Chinese firms (ICF) represents has attracted increasing interest from scholars from multiple fields over the past 20 years (1991–2010). Although this proliferation of research has the potential to significantly improve understanding of Chinese multinational enterprises (MNEs), the necessary step of consolidating and integrating extant knowledge is absent. This paper reviews the scholarship on the ICF and offers insights into the specific areas in critical need of further development. By focusing on articles published in major scholarly journals during the period 1991–2010, the authors develop a coherent framework to organize and review conceptual and empirical findings from disciplines as far ranging as management, international business, cross‐culture and area studies. Within the reviewed literature, three primary streams of enquiry are identified which focus on the antecedents, processes and outcomes of the ICF. Achievements within each of the three research streams are carefully reviewed using content analysis, whereby a number of important issues are identified which have remained consistently untouched, and recommendations are provided for future research, aimed at developing a more integrated research agenda on the ICF for management and international business scholars.     

Leadership in the Academic Field of Business and Management and the Question of Country of Origin: A Commentary on Burgess and Shaw (2010)

With globalization in business academia expanding and deepening, it is timely to question the validity and utility of the concept of country of origin as a base category for comparative cross‐cultural research and theory development. In their contribution in the British Journal of Management, Burgess and Shaw (2010) rank the most productive institutions and countries contributing to board membership of top ranked journals on the basis of their country of origin. Taking their findings as a starting point for our discourse, we re‐analyse their database, in addition to our own investigations. We contend that while country of origin may be an appropriate category for between‐countries comparison of multinational entities, it is of little use when comparing meta‐national institutions, such as top tier refereed journal boards and the globalized business/management schools from which they are drawn. Our findings point towards the need for finer differentiation of what constitutes the concept country of origin, but also that its relevance should be questioned in, at least, globalized contexts. The question we pose extends to any pertinent ‘globalized’ topic within and without business and management.     

Business models and organization design

Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive the implications of our analysis for future research and management practice.     

Paradoxes and Dual Processes: A Review and Synthesis

Paradox and dual‐process theories are used by management and organization researchers in studying a variety of phenomena across a wide range of management sub‐fields. Cognition is a focal point of both of these theories. However, despite their growing importance and shared areas of inquiry, these two theories have developed largely in isolation from each other. To address this lack of integration, the authors conducted a review and synthesis of relevant aspects of the paradox and dual‐process literatures. Focusing bidirectionally on how paradox theory informs dual‐process theory and how dual‐process theory informs paradox theory, they highlight the ‘nestedness’ of intuition and analysis in paradox (a paradox within paradoxical thinking). On the basis of the review and synthesis, they identify four themes (epistemological and ontological assumptions in the relationship between intuition and analysis; psychological and psychometric issues in the relationships between intuition and analysis; managers’ experiences of tensions between intuition and analysis; managers’ approaches to tensions between intuition and analysis) and introduce an integrative framework that assimilates these two perspectives and sets out an agenda for future research and implications for management.     

A Model for Implementing a Sustainability Strategy through HRM Practices

There is a rapidly growing interest in the topic of sustainability as it relates to long‐term business performance that optimizes the “triple bottom line”: economic, environmental, and social outcomes. This article articulates a multilevel conceptual model for executing a business strategy for sustainability primarily through the design and implementation of human resource management practices. The model builds on open systems theory, the resource based view of the firm, and the concept of line of sight to identify certain key organizational capabilities, group competencies, and individual abilities and other characteristics that combine to drive organizational performance when pursuing a sustainability strategy. The article concludes with a discussion of implications of the model for theory, research, and practice.     

International outsourcing of services: A partnership model

The business landscape is currently witnessing widespread migration of service functions from developed nations like the U.S to several foreign destinations as India, China, Ireland, Philippines etc. This happens as more and more firms engage in international outsourcing of services (IOS) to survive in today's highly competitive business environment. Despite increase in IOS, the nature of partnerships involved between clients and their overseas providers have not received adequate attention in the scholarly literature. In this paper, we develop a conceptual model that explains three possible types of IOS partnership. We discuss how these partnerships vary in the way they are conceived and implemented. Propositions are offered after elaborating on each type of partnership. We conclude by discussing the academic and practical implications of our model.     

Unpacking the circular economy: A problematizing review

Transitioning to a circular economy (CE) model has been proposed to solve many grand environmental challenges. While research on CE has been extensively reviewed, less is known about the implicit underlying assumptions of this work. Understanding these assumptions is critical as they typically go unchallenged yet play a significant role in shaping research fields. In this paper we conduct a problematizing review to critically analyse and make explicit the in-house, root metaphor and ideological assumptions that inform the framing of CE. Firstly, we demonstrate various in-house assumptions about CE, such as an emphasis on the business case for CE and the relationship between CE and corporate sustainability. Secondly, root metaphor assumptions include circularity and industrial relationships resembling biological metabolisms. Finally, the dominant ideological assumptions-neoliberalism and ecological modernization-guide scholarly thinking about growth, consumption and profit maximization. Based on our analysis and drawing on the ongoing CE debates within broader environmental studies, we suggest new agendas for future research. We contribute to the growing literature on CE in business, management and organization studies by identifying assumptions that may be misleading or limiting for future CE research, as well as to the conversations on grand challenges by discussing the implications of how challenges and solutions are framed.     

Rachel Carson's Toxic Discourse: Conjectures on Counterpublics,Stakeholders and the “Occupy Movement”

This article draws attention to the origins, forms, and implications of “toxic discourse” as a genre central to the understanding of the public sphere in business in society. Rachel Carson's Silent Spring is used as a pivotal cultural document establishing “toxic discourse” as an ongoing form of moral narrative rooted in the rationality of counterpublics. Toxic discourse is framed within a center/periphery model in which toxic discourse gains salience in periods of economic dislocation and uncertainty. In these periods, toxic discourse draws together those on the periphery or counterpublics who otherwise would not unite in their opposition to the center. The article critically examines how stakeholder theory, despite making sense of the public sphere for agents of organizations, glosses counterpublics and relegates toxic discourse, as evident in the “Occupy Movement,” to the ephemeral role of temporary, disruptive protest groups with very little of substance to communicate.     

The wider implications of business-model research

Business-model research has struggled to develop a clear footprint in the strategic management field. This introduction to the special issue on the wider implications of business-model research argues that part of this struggle relates to the application of five different perspectives on the term “business model,” which creates ambiguity about the conceptual boundaries of business models, the applied terminology, and the potential contributions of business-model research to strategic management literature. By explicitly distinguishing among these five perspectives and by aligning them into one overarching, comprehensive framework, this paper offers a foundation for consolidating business-model research. Furthermore, we explore the connections between business-model research and prominent theories in strategic management. We conclude that business-model research is not necessarily a “theory on its own” and that it can be more fruitfully understood as a theoretical mechanism for combining different literature streams. As such, business-model research is positioned as a central connecting component in the further development of the strategic management field.     

Integration of project management,human resource development,and business teams: a partnership,planning model for organizational training and development initiatives

The changing business environment has challenged organizations to explore unique ways to ensure the success of online training initiatives. Thus, project teams, including training managers, should not only support organizational training and development initiatives; but, they also need to use project-focused, planning models for implementation. This paper proposes a model that is an extension of the model for business and training partnership developed by Price. The proposed model includes the integration of project management, human resource development (HRD), and business teams in order to enhance the success of training implementations through a sequential, planned framework. The model includes phases, best practices, and supporting tools to assist in managing and administering training and development projects. The approach developed in this research includes an account of the activities associated with initiating, planning, executing, monitoring and controlling, and closing processes for an online training initiative conducted in an oil and gas organization. This research also discusses implications of the proposed model for HRD professionals, because they are typically the champion of training and development initiatives within organizations today.