Pub Date : 2021-11-10DOI: 10.1177/10564926211042222
M. Loi, A. Fayolle, M. van Gelderen, Elen Riot, D. Refai, D. Higgins, Radi Haloub, Marcus A. Y. Salusse, Erwan Lamy, C. Verzat, Fabrice L. Cavarretta
This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.
{"title":"Entrepreneurship Education at the Crossroads: Challenging Taken-for-Granted Assumptions and Opening New Perspectives","authors":"M. Loi, A. Fayolle, M. van Gelderen, Elen Riot, D. Refai, D. Higgins, Radi Haloub, Marcus A. Y. Salusse, Erwan Lamy, C. Verzat, Fabrice L. Cavarretta","doi":"10.1177/10564926211042222","DOIUrl":"https://doi.org/10.1177/10564926211042222","url":null,"abstract":"This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"123 - 134"},"PeriodicalIF":3.1,"publicationDate":"2021-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42359268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-06DOI: 10.1177/10564926211057384
Paul K. Adler
For almost four decades, the OMT (Organization and Management Theory) division of the Academy of Management has been honoring scholars who have been “central to the intellectual development of the field of organization studies,” an area of obvious interest for readers of JMI. (See the list of distinguished scholars here: https://omt.aom.org/awards/distinguished-scholar-award). Upon accepting the honor, Distinguished Scholars are requested kindly to share their thoughts during a presentation that takes place at a breakfast during the Academy of Management annual meeting. Typically, these thoughts are a reflection on the work done, but also an invitation to use one’s curiosity to see things we know well for the first time again. In the past, JMI has asked the award winners to publish a version of their talk for the benefit of the larger academic community but also to give the honorees space to develop the powerful ideas they have shared with the AOM audience and also reflect on the questions and feedback received from the audience and other scholars. The manuscript that follows this introduction is part of that tradition, relaunched here in JMI after a few year’s hiatus with Langley (2021) paper and her thoughts on how to use our intellectual tools to understand reality and bridge theory and praxis, and the processes we use to do so. Paul Adler was the recipient of the 2021 award. During his talk, Paul challenged us to think of a world where democracy would be expanded from the political sphere to the economic one, with the ultimate goal of ensuring that the search for profit and material prosperity does not prevent the solution to the “grand challenges” (Howard-Grenville, 2021) that our world is facing. The urgent tone of Adler’s piece resonates with the comments made by Langley, even though the themes chosen are very dissimilar. Yet, both scholars show the shared desire to help ensure that the intellectual tools developed by OMT scholars are used to make our world a better place for all. In so doing, they provide a source of inspiration for the academic community at large and, let’s hope, for all those whose decisions have an impact on the way the world works. Indeed, organizations and organizing are a distinct feature of all modern societies and probably of any collective human activity, and it is not unreasonable to believe that different and better ways to organize can lead to different and better results, and especially a more humane and more sustainable world. From the Editorial Board of JMI, we thank Paul Adler and his predecessors for their curiosity, their hard work, and, ultimately, for their generosity, and the executive board of OMT for their work ensuring that these distinguished minds receive the recognition they deserve in our community and beyond.
{"title":"Editors’ Introduction: Distinguished Scholar’s Corner, Paul Adler 2021","authors":"Paul K. Adler","doi":"10.1177/10564926211057384","DOIUrl":"https://doi.org/10.1177/10564926211057384","url":null,"abstract":"For almost four decades, the OMT (Organization and Management Theory) division of the Academy of Management has been honoring scholars who have been “central to the intellectual development of the field of organization studies,” an area of obvious interest for readers of JMI. (See the list of distinguished scholars here: https://omt.aom.org/awards/distinguished-scholar-award). Upon accepting the honor, Distinguished Scholars are requested kindly to share their thoughts during a presentation that takes place at a breakfast during the Academy of Management annual meeting. Typically, these thoughts are a reflection on the work done, but also an invitation to use one’s curiosity to see things we know well for the first time again. In the past, JMI has asked the award winners to publish a version of their talk for the benefit of the larger academic community but also to give the honorees space to develop the powerful ideas they have shared with the AOM audience and also reflect on the questions and feedback received from the audience and other scholars. The manuscript that follows this introduction is part of that tradition, relaunched here in JMI after a few year’s hiatus with Langley (2021) paper and her thoughts on how to use our intellectual tools to understand reality and bridge theory and praxis, and the processes we use to do so. Paul Adler was the recipient of the 2021 award. During his talk, Paul challenged us to think of a world where democracy would be expanded from the political sphere to the economic one, with the ultimate goal of ensuring that the search for profit and material prosperity does not prevent the solution to the “grand challenges” (Howard-Grenville, 2021) that our world is facing. The urgent tone of Adler’s piece resonates with the comments made by Langley, even though the themes chosen are very dissimilar. Yet, both scholars show the shared desire to help ensure that the intellectual tools developed by OMT scholars are used to make our world a better place for all. In so doing, they provide a source of inspiration for the academic community at large and, let’s hope, for all those whose decisions have an impact on the way the world works. Indeed, organizations and organizing are a distinct feature of all modern societies and probably of any collective human activity, and it is not unreasonable to believe that different and better ways to organize can lead to different and better results, and especially a more humane and more sustainable world. From the Editorial Board of JMI, we thank Paul Adler and his predecessors for their curiosity, their hard work, and, ultimately, for their generosity, and the executive board of OMT for their work ensuring that these distinguished minds receive the recognition they deserve in our community and beyond.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"3 - 3"},"PeriodicalIF":3.1,"publicationDate":"2021-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44032880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-02DOI: 10.1177/10564926211052212
Dennis A. Gioia
In the following essay, this author affirms in no uncertain terms that academia is (still) afflicted with entrenched racism and that the often-covert racism is systemic – i.e., built into the structures and processes of our institutions. It is also populated with ostensibly well-intended white scholars who negatively affect the careers of Black scholars in ways not necessarily apparent to most of us. Yet, we scholars are supposed to be the most enlightened of all professionals about such issues. This anonymous essay is a slap-in-the-face reminder that we are not. At least not from the point of view of the relatively few Black members of our profession– and their point of view is the one that matters most when it comes to this issue. I encourage you to listen up, even if the message is one you might not be comfortable hearing. Some of you might have noticed that the recent series of essays in the Provocations and Provocateurs section of JMI represents my attempt to give voice to different minorities in academia (international scholars, women scholars, Black scholars, and soon LGBTQ scholars). I hope it is not lost on readers of this section that two of the three writers have chosen to write anonymously. Anonymous #1, who wrote about the experiences of women in academia, chose to write without identifying herself to protect the guilty (to avoid offending people she otherwise admires for other reasons). Anonymous #2, a Black scholar, chose to write anonymously because s/he feared retaliation from powerful (white) scholars. The writer who wrote without anonymity has received surprising, potent and discomfiting blowback from peers. Think about the current writer’s rationale for wanting to be anonymous: a palpable fear of retaliation . . . It is 2021 (when this essay was written); yet even an accomplished Black author still lives in fear of retaliation from people in positions of power in academia (and as the author notes, just writing about it, even anonymously, makes the heart beat faster). That . . . just . . . ain’t . . . right. We can and should do better – especially in a profession in which we are supposedly enlightened. This is the kind of essay that shows that our self-perceived and self-professed enlightenment is something of a (perhaps unwitting) fiction. This writer also does a convincing job of conveying just how fatiguing simply being Black in academia can be. Essays like the one the follows do not tell us things we don’t already know, but they do tell us that we have serious work to do to get where we ought to be. Do I expect this kind of essay to change the world? No, I don’t. Do I expect it to help keep the conversation going on a subject we desperately need to act upon? Yep, I do. It is one small step on the journey to a more enlightened humankind, not just for academics. For everybody. – Denny Gioia
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Pub Date : 2021-10-29DOI: 10.1177/10564926211048708
Eric W. K. Tsang
Davis's (1971) article “That's interesting! Towards a phenomenology of sociology and a sociology of phenomenology” is regarded by many management researchers as a classic work and a basis for guiding management studies; in the wake of its publication, an interesting research advocacy gradually emerged. However, from the perspective of scientific research, Davis's core argument that great theories have to be interesting is seriously flawed. Interestingness is not regarded as a virtue of a good scientific theory and thus has little value in science. Moreover, obsession with interestingness can lead to at least five detrimental outcomes, namely promoting an improper way of doing science, encouraging post hoc hypothesis development, discouraging replication studies, ignoring the proper duties of a researcher, and undermining doctoral education.
{"title":"That's Interesting! A Flawed Article Has Influenced Generations of Management Researchers","authors":"Eric W. K. Tsang","doi":"10.1177/10564926211048708","DOIUrl":"https://doi.org/10.1177/10564926211048708","url":null,"abstract":"Davis's (1971) article “That's interesting! Towards a phenomenology of sociology and a sociology of phenomenology” is regarded by many management researchers as a classic work and a basis for guiding management studies; in the wake of its publication, an interesting research advocacy gradually emerged. However, from the perspective of scientific research, Davis's core argument that great theories have to be interesting is seriously flawed. Interestingness is not regarded as a virtue of a good scientific theory and thus has little value in science. Moreover, obsession with interestingness can lead to at least five detrimental outcomes, namely promoting an improper way of doing science, encouraging post hoc hypothesis development, discouraging replication studies, ignoring the proper duties of a researcher, and undermining doctoral education.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"150 - 164"},"PeriodicalIF":3.1,"publicationDate":"2021-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46877756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-01DOI: 10.1177/10564926211027661
Michelle K. Lee, Jennifer J. Kish-Gephart, M. Mizruchi, Donald A Palmer, M. Useem
Organizational theorists studying executives of large corporations have long theorized that top management is dominated by elites of upper social class background. Organizations reflect the class system in the societies they are situated in by advantaging those of higher social class background. If organizations are perpetuating societal inequality by favoring those from higher social class and positioning them to dictate organizational outcomes, it is important to understand ways to reduce inequality by increasing social class diversity, and theorize on the implications of this diversity for business and society. This article brings together scholars on the forefront of social class research to understand the influence of social class on the corporate elite. The scholars explore the effect of social class in attaining access to the most influential managerial positions, conditions that enable greater diversity, and how the corporate elite can affect firm strategic actions and key societal outcomes.
{"title":"Social Class in Organizations: Entrance, Promotion, and Organizational and Societal Consequences of the Corporate Elite","authors":"Michelle K. Lee, Jennifer J. Kish-Gephart, M. Mizruchi, Donald A Palmer, M. Useem","doi":"10.1177/10564926211027661","DOIUrl":"https://doi.org/10.1177/10564926211027661","url":null,"abstract":"Organizational theorists studying executives of large corporations have long theorized that top management is dominated by elites of upper social class background. Organizations reflect the class system in the societies they are situated in by advantaging those of higher social class background. If organizations are perpetuating societal inequality by favoring those from higher social class and positioning them to dictate organizational outcomes, it is important to understand ways to reduce inequality by increasing social class diversity, and theorize on the implications of this diversity for business and society. This article brings together scholars on the forefront of social class research to understand the influence of social class on the corporate elite. The scholars explore the effect of social class in attaining access to the most influential managerial positions, conditions that enable greater diversity, and how the corporate elite can affect firm strategic actions and key societal outcomes.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"30 1","pages":"385 - 394"},"PeriodicalIF":3.1,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/10564926211027661","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48942306","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-01DOI: 10.1177/10564926211030431
{"title":"Postscript for “A Letter to the Male Good Apples”","authors":"","doi":"10.1177/10564926211030431","DOIUrl":"https://doi.org/10.1177/10564926211030431","url":null,"abstract":"","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"30 1","pages":"476 - 476"},"PeriodicalIF":3.1,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/10564926211030431","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41479146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-01DOI: 10.1177/10564926211030430
Charlene Zietsma
I describe three types of inequalities that benefit “good apples” and harm women in Academe: inequality of recognition, inequality of effort required, and inequality in societal institutions around home and career. I then describe three hard things that “good apples” can do, focusing on the institutional level: building awareness, changing structures and adapting social norms.
{"title":"Inequalities and Institutions that Benefit Good Apples","authors":"Charlene Zietsma","doi":"10.1177/10564926211030430","DOIUrl":"https://doi.org/10.1177/10564926211030430","url":null,"abstract":"I describe three types of inequalities that benefit “good apples” and harm women in Academe: inequality of recognition, inequality of effort required, and inequality in societal institutions around home and career. I then describe three hard things that “good apples” can do, focusing on the institutional level: building awareness, changing structures and adapting social norms.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"30 1","pages":"472 - 475"},"PeriodicalIF":3.1,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/10564926211030430","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43546725","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-01DOI: 10.1177/10564926211030410
I. Stigliani
Drawing on the Letter to the Male “Good Apples” recently appeared in this section, my letter has a twofold aim: to provoke all the Male “Good Apples” in academia and to offer them an olive branch. As I provide them with a few practical suggestions, I hope to illuminate their way forward to truly “getting it”. It’s time to stop talking a good game and to start playing a better game.
{"title":"Following up on “A Letter to the Male Good Apples”","authors":"I. Stigliani","doi":"10.1177/10564926211030410","DOIUrl":"https://doi.org/10.1177/10564926211030410","url":null,"abstract":"Drawing on the Letter to the Male “Good Apples” recently appeared in this section, my letter has a twofold aim: to provoke all the Male “Good Apples” in academia and to offer them an olive branch. As I provide them with a few practical suggestions, I hope to illuminate their way forward to truly “getting it”. It’s time to stop talking a good game and to start playing a better game.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"30 1","pages":"469 - 471"},"PeriodicalIF":3.1,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/10564926211030410","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41614115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-30DOI: 10.1177/10564926211039014
T. Calvard, E. Cherlin, Amanda L. Brewster, L. Curry
Perspective-taking, or engaging with the viewpoints of others, has been linked to a range of positive and negative interpersonal outcomes. However, it has only been researched infrequently in organizations, and questions remain about how it might be developed as a multidimensional cooperative process and problem-solving capability more widely. To better understand this, this article presents findings from a 2-year change intervention with 10 US hospitals. Interview data from three time points (393 interviews, 197 staff members) reveal dimensions and levels of understanding underpinning the development of organizational perspective-taking. Actors’ accounts suggested several major interrelated dimensions of perspective-taking operating at local and system levels, through affective concern, cognitive understanding, and motivational efforts to improve the sharing and interpretation of diverse perspectives. The study has implications for how organizations can better foster perspective-taking by building ecological structures and processes that assemble perspectives supportively, holistically, and frequently.
{"title":"Building Perspective-Taking as an Organizational Capability: A Change Intervention in a Health Care Setting","authors":"T. Calvard, E. Cherlin, Amanda L. Brewster, L. Curry","doi":"10.1177/10564926211039014","DOIUrl":"https://doi.org/10.1177/10564926211039014","url":null,"abstract":"Perspective-taking, or engaging with the viewpoints of others, has been linked to a range of positive and negative interpersonal outcomes. However, it has only been researched infrequently in organizations, and questions remain about how it might be developed as a multidimensional cooperative process and problem-solving capability more widely. To better understand this, this article presents findings from a 2-year change intervention with 10 US hospitals. Interview data from three time points (393 interviews, 197 staff members) reveal dimensions and levels of understanding underpinning the development of organizational perspective-taking. Actors’ accounts suggested several major interrelated dimensions of perspective-taking operating at local and system levels, through affective concern, cognitive understanding, and motivational efforts to improve the sharing and interpretation of diverse perspectives. The study has implications for how organizations can better foster perspective-taking by building ecological structures and processes that assemble perspectives supportively, holistically, and frequently.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"35 - 49"},"PeriodicalIF":3.1,"publicationDate":"2021-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49573371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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