AMLE, 2007, 6(3)

October 6, 2007 Leave a comment

This is a special issue about executive education.

Arguments and discussions in this issue can be used for doing replicated researches in different countries (markets).

Reference

Academy of Management Learning & Education, 2007, 6(3)

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Categories: Education

Phronetic social science

October 2, 2007 Leave a comment

By reading Harmon’s (2007) article, he cited the idea of ” phronetic social science from Flyvbjerg (2001) as a solution to fix the debate between research and relevance.

Phronetic social science is “problem-driven, eclectic in its choice of methods, pragmatic, and action-oriented…… its fusion of heretofore dichotomous notions of thought and action, ends and means, and above all, the moral and practical.”(Harmon, 2006: 241)

Reference

Flyvbjerg, B. 2001. Making social science matter: Why social inquiry fails and how it can succeed again. (Steven Sampson Trans.) Cambridge, UK: Cambridge University Press.

Harmon, M. M. 2006. Business research and Chinese patriotic poetry: How competition for status distorts the priority between business research and teaching in U.S. business schools. Academy of Management Learning & Education, 5(2): 234-243

Categories: Education, Research

Data independence

September 27, 2007 1 comment

I left a message on Professor Phil Rosenzweig’s website (http://www.the-halo-effect.com) to appreciate how I like his book (The Half Effect) and inquiries about the book that I posted here.

Professor Rosenzweig kindly replied me and said  the most important issue is about data independence whether it’s qualitative or quantitative.

As we know, differences perceptions and memories in informant, it’s really difficult to maintain the data independence for doing research works, especially those done by qualitative approaches. However, it does not mean the public data can warrant the data independence. For example, Enron did show good performance in various criteria before going into collapse.

Therefore, the question in academic is how to sustain and maintain data independence without losing rich information we may learn from informants and public data.

Categories: Research

Don’t assue old frameworks are always right and complete

September 18, 2007 Leave a comment

Did you ever claim some old frameworks and arguments are sustainable in spite of any possible changes or adjustment derived from the contextual variations?

I read McGahan (2007: 751) that argue one reason for papers didn’t offer managers integrative solutions is “papers sometimes failed [to offer managers integrative solutions, I added] because they argued old frameworks were complete, comprehensive, and timeless”

I am not sure whether I will make this kind of mistake in the future, but I do know a few scholars do have this kind of attitude. They argued research used the old framework is meaningless and can’t bring some thing new, even the one who proposed this critics may not really have the experience to do that kind of research or familiar with those topics.

This kind of attitude is really bad for promoting the progress of our research. This attitude seems assume there is some specific principles or laws like what natural science has. Actually, we all know it’s almost impossible in the field of social science, such as business administration, to have so much similar laws. And it may even imply that replication research is nonsense or useless to be one of research approaches to verify others’ arguments.

Personally, I don’t agree that kind of attitude, but surprised that people around me had faced amusements with this wrong attitude. At least, such a attitude doesn’t express an open mind toward inquiries from different perspectives and in different contexts.

I hope I don’t make this mistake if I have the opportunity to stay in the academic field.

Reference

McGahan, A. M. 2007. Academic research that matters to managers: On zebras, lemmings, hammers, and turnips. Academy of Management Journal, 50(4): 748-753.

 

Categories: Research

The Halo effect

September 17, 2007 Leave a comment

I just finished the Chinese version of “The Half Effect”. written by Dr. Phil Rosenzweig.

It’s a great book that pointed out the halo effects from those bestseller business books, such as Search for Excellecnt,  Good to Great, and A to A+, and identified research limits behind those business books.

This book reminds managers not only to read and use those fashion terms, but face the reality of doing business.

It not only showed the halo effects from using case studies,  interview, but also emphasized the importance of using pubic and longitudinal data in studying different companies and industries.  To this aspect, I am far more interesting that how could we do to have a more reliable case study, in spite of using those methods that have higher half effects?

Obviously, I highly recommend this books for those who  want to pursue research work in the fields of management and business studies, this book can show them the research boundary they may encounter and remind them the truth of business world. On the other hand, people interested in exploring the truth behind those business bestsellers should also have fun via reading this book.

Categories: Books, Research

Research with relevance to practice

September 15, 2007 3 comments

In the latest AMJ(2007, 50(4): 745-782), there is a Editors’ Forum focus on research with relevance to practice.

In this Forum, many scholars propose different ideas to stimulate the balance between rigor and relevance in management research, for example, use executive education as a platform to exchange your research ideas with those experienced participants.

Even senior faculty could bring junior colleagues or doctoral students to the executive education classroom for helping them establish interaction and connection (Tushman & O’ Reilly, 2007),  The suggestion is good and appropriate, but it might be too idealism about people/senior scholars, what if those senior faculty doesn’t will to do that? In that case, doctoral students and junior faculty actually remain on their own to set up such a connection for developing research both with academic rigor and relevance to the field.

Reference

Tushman, M. & O’ Reilly, C. III., 2007. Research and relevance: Implications for Pasteur’s quadrant for doctoral programs  and faculty development, Academy of Management Journal, 50(4): 769-774.

 

Categories: Research

Architecture based view

July 30, 2007 Leave a comment

The so called “architecture based view” has mentioned in many Japanese business books. This idea was proposed and developed by Japanese business scholars, mainly those in MMRC, Univ. of Tokyo, but it mainly come from the idea of product architecture discussed in previous Western works.

Except using cases of automobile, software, beverage, and functional chemical and across different countries, new directions of this view could expand into different industries, especially those service oriented ones, and cover new comparison among different countries.

References

青木昌彥,2002産業アーキテクチャのモジュール化,載於青木昌彥、安藤晴彥 編,2002モジュール化新しい産業アーキテクチャの本質,東京: 東洋經濟新報社,頁3-31

青木昌彥、安藤晴彥 編,2002モジュール化新しい産業アーキテクチャの本質,東京: 東洋經濟新報社。

延岡健太郎,2006MOT “技術経営入門,東京:日本經濟新聞社。

新宅純二郎,2007アーキテクチャのポジショニング戦略載於藤本隆宏、東京大学21世紀COEものづくり経営研究センタ編,ものづくり経営学製造業を超える生産思想,東京:光文社,頁35-50

藤本隆宏,2003能力構築競争日本の自動車産業はなぜ強いのか,東京:中央公論新社

藤本隆宏,2004日本のもの造り哲学,東京:日本經濟新聞社。

藤本隆宏,2005組織能力と製品アーキテクチャ,載於伊丹敬之,藤本隆宏,岡崎哲二,伊藤秀史,沼上幹編,戦略とイノベーション リーディングス日本の企業システム 2期第3巻,東京:有斐閣,頁303-331

藤本隆宏,新宅純二郎 編,2005中国製造業のアーキテクチャ分析,東京:東洋經濟新報社。

藤本隆宏、東京大学21世紀COEものづくり経営研究センタ 編,2007,ものづくり経営学製造業を超える生産思想,東京:光文社。

藤本隆宏、青島矢一、武石彰 編,2001ビジネス・アーキテクチャ製品・組織・プロセスの戦略的設計,東京:有斐 閣

Baldwin, C. Y. & Clark, K. B. 1999. Design rules. MA: MIT Press.

Fine, C. H. 1998. Clockspeed. MA: Perseus Press.

Pil, F. K. & Cohen, S. K. 2006. Modularity: Implications for imitation, innovation, and sustained advantage. Academy of Management Review, 31(4): 995-1011.

Ulrich, K. 1995. The role of product architecture in the manufacturing firm. Research Policy, 24: 419-440.

Yassine, A. A. & Wissmann, L. A. 2007. The implications of product architecture to the firm. System Engineering, 10(2), 118-137.

 

Categories: Research