Entrepreneurship Research in Emergence: Past Trends and Future Directions:

“Not everything that can be counted counts, and not everything that counts can be counted”—Albert Einstein Has university scholarship gone astray? Do our academic assessment systems reward scholarship that addresses the questions that matter most to society? Using international business as an example, we highlight the problematic nature of academic ranking systems and question if such assessments are drawing scholarship away from its fundamental purpose We call for an immediate examination of existing ranking systems, not only as a legitimate scholarly question vis-a`-vis performance—a conceptual lens with deep roots in management research—but also because the very health and vibrancy of the field are at stake Indeed, in light of the data presented here, which suggest that current systems are dysfunctional and potentially cause more harm than good, a temporary moratorium on rankings may be appropriate until more valid and reliable ways to assess scholarly contributions can be developed The worldwide community of scholars, along with the global network of institutions interacting with and supporting management scholarship (such as the Academy of Management, AACSB, and Thomson Reuters Scientific) are invited to innovate and design more reliable and valid ways to assess scholarly contributions that truly promote the advancement of relevant 21st century knowledge, and likewise recognize those individuals and institutions that best fulfill the university’s fundamental purpose

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When Knowledge Wins: Transcending the Sense and Nonsense of Academic Rankings

It is difficult to get a clear picture of the relative influence of management journals because previous studies have focused on a single sub-area in the field over a relatively restricted number of years, and/or have used inconsistent criteria to judge journal influence. Therefore, the purpose of this study is to examine journal influence using citations from 28 journals over the past two decades. The findings show that the top seven journals accounted for 61 percent of all of the citations in the journals included, and that the three journals that showed the greatest increase in influence over the past 20 years were AMJ, AMR, and SMJ. Copyright © 2005 John Wiley & Sons, Ltd.

The influence of management journals in the 1980s and 1990s

Given the recent accumulation of research on inter-organizational relations and networks and the current fragmentation of the field, it is time to take stock and explore the achievements of, and future challenges for, this field of study. On the basis of a network analysis of the 158 articles on inter-organizational relations and networks that were published in four leading journals from 1980 to 1996, this paper empirically explores the linkages among, and configurations of, core theories and concepts underlying earlier empirical research on inter-organizational relations and networks. We identify core, as well as peripheral, areas of research interest in the field and point out areas of overlap and consolidation. Moreover, our empirical analysis shows that the field segments into four substantive research perspectives, namely social network, power and control, institutional, and institutional economics and strategy clusters. In sum, we suggest an innovative, empirically grounded approach towards a litera...

Networking Network Studies: An Analysis of Conceptual Configurations in the Study of Inter-organizational Relationships

The authors developed hypotheses about the effectiveness of response rate techniques for organizational researchers surveying executives. Using meta-analytic procedures to test those hypotheses, the authors analyzed response rate data from 231 studies that surveyed executives and appeared in top management journals from 1992 to 2003. They found mean response rates to be declining over the period, yielding an overall 32% rate. Of the various methods suggested to increase response rates in other populations, none were found to be effective for executives. However, topical salience and sponsorship by an organization or person in the executive’s social networks did bring about response rate increases. The authors provide recommendations about what (not) to do when trying to collect original data from members of a firm’s upper echelons.

What (Not) to Expect When Surveying Executives A Meta-Analysis of Top Manager Response Rates and Techniques Over Time

Quality ratings of strategic management journals by experts correlate closely with objective quality measures of current article impact and cumulative journal influence. In part, journal quality seems determined by editors' research stature. Over 12 years, scholarly influence of strategic management periodicals has grown nearly three-fold, as two new journals directed to conceptual development of management as a whole have risen to prominence. Expansion of strategic management research and growth of its influence may be in response to challenges posed by the continuing crisis of managerial and business performance.

The development of strategic management: Journal quality and article impact

https://www.jstor.org/stable/pdfplus/2486489.pdf

Research notes and communications the development of strategic management: journal quality and article impact

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The development of strategic management: Journal quality and article impact

Research notes and communications the development of strategic management: journal quality and article impact