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Business Research Methods session 2

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Foundation Session Taught at Beijing Foreign Studies University in 2011 drawn extensively from Saunders et al

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Business Research Methods session 2

  1. 1. Slide 1.1 Session 2: The nature of business and management research Ian Cammack Adapted from Saunders et al (2009)
  2. 2. Slide 1.2 Objective At the end of this session you should be able to: Appreciate the different types of research that take place Appreciate Different Styles / Types of Journal Make informed choices that helps your research balance ‘purposeful’ and ‘thoughtful’
  3. 3. Slide 1.3 A ‘straw poll’ : research in the Guardian 95,000 hits Report reveals why so many children end up in prison Richard Scudamore canvasses opinion on new financial rules Universal education Promote gender equality and empower women Creative projects in schools are threatened by funding cuts
  4. 4. Slide 1.4 95% of children in Britain have been victims of crime ... APPRECIATE THE POWER OF ‘THOUGHT LEADERSHIP’ APPRECIATE THE DIFFERENCE BETWEEN METHODS AND METHODOLOGY APPRECIATE THE ‘POWER’ BEHIND THE CLAIMS
  5. 5. Slide 1.5 Guardian Straw Poll : Research & Business Nokia World 2010: Mobile giant will look to recapture greatness Financial markets are still ruled by instant gratification Double-dip recession looms as jittery private sector cuts back Shops are closing on the high street. And the north is hardest hit
  6. 6. Slide 1.6 Features of business and management research Managers draw on knowledge from other disciplines Managers are more likely to allow access if they see commercial or personal advantage Managers now tend to be as educated as the researchers Managers require research to have some practical consequence Easterby-Smith et al. (2008)
  7. 7. Slide 1.7 Harvard Business Review  HOW BUSINESS SCHOOLS LOST THEIR WAY.  Authors: Bennis, Warren G.& O'Toole, James  Source: Harvard Business Review; May2005, Vol. 83 Issue 5, p96-104, 9p, 2  This article looks at business schools and the failures in their curriculum that contributes to a lack of management skills among graduates. According to the author, business schools are on the wrong track. For many years, Masters of Business Administration programs enjoyed rising respectability in academia and growing prestige in the business world. Their admissions were selective, graduates could command large salaries. By 2005 MBA programs faced intense criticism for failing to impart useful skills, leadership training, failing to instill norms of ethical behavior and even failing to lead graduates to good corporate jobs. According to the authors this situation grew out a trend wherein business schools treated business as a science, rather than as a profession. In such an environment excellent research is produced but little of it has a base in practical application.
  8. 8. Slide 1.8 Modes 1, 2 or 3 Mode 1: fundamental or theoretical questions Mode 2: research governed by the world of practice Mode 3: appreciation of the human condition as it is and as it might become READ THIS PAPER ON MODE 2: MacLean (2002) British Journal of Management Vol. 13; 189-207 “Mode 2 Management Research”
  9. 9. Slide 1.9 Features of business and management research (2) Basic and applied research Sources: Saunders’ et al experience; Easterby-Smith et al. (2008); Hedrick et al. (1993) Figure 1.1 Basic and applied research
  10. 10. Slide 1.10 The Relevance Gap Pedantic Puerile (Immature) Theoretical Rigour Practical Relevance Pragmatic Popularist
  11. 11. Slide 1.11 The research process Factors to consider The impact of your personal feelings and beliefs Access to data Time and other resources Validity and reliability of the data Ethical issues
  12. 12. Slide 1.12 Summary: Business and management research Is transdisciplinary Engages with both theory and practice Involves undertaking systematic research Should be undertaken with rigour
  13. 13. Slide 1.13 Exploring past projects / personal preferences 6 projects you LIKE What appeals to you about them What is good about the project Why is this good? 3 projects you DON’T LIKE What do you dislike about them What is bad about the project Why is this bad?
  14. 14. Slide 1.14 Ranking of Journals World Leading 4* Internationally excellent 3* Recognised internationally 2* Recognised nationally 1* Unclassified 0 CLICK TO OPEN
  15. 15. Slide 1.15 Harvard Business Review  Labianca, Giuseppe "Joe"1  Harvard Business Review; Sep2010, Vol. 88 Issue 9, p28-29, 2p,  Abstract: An interview is presented with management researchers Travis J. Grosser and Virginie Lopez-Kidwell who defend their study on social interactions which found that gossip can be beneficial to organizations and individuals. Topics include information sharing, the emotional effect of gossip, a group understanding of proper behavior, and managers' perception of gossip as a subversive activity.  Be a Better Manager: Live Abroad.  Authors: Maddux, William W., Galinsky, Adam D., Tadmor, Carmit T.3  Harvard Business Review; Sep2010, Vol. 88 Issue 9,  The article offers the authors' views on expatriate management programs and the benefits from executives interacting with the people and institutions of the host country. The idea that international experience or interaction between foreign managers and local people will help managers become more creative, entrepreneurial, and successful is discussed. The concept of integrative complexity in bi-cultural managers which enhances job performance is mentioned. The authors' research at Northwestern University's Kellogg School of Management which involves the behavioral test called the Duncker candle problem and creative thinking to find the correct solution is mentioned.
  16. 16. Slide 1.16 Academy of Management Review ****  WHAT ABOUT THE LEADER IN LEADER-MEMBER EXCHANGE? THE IMPACT OF RESOURCE EXCHANGES AND SUBSTITUTABILITY ON THE LEADER.  Authors: WILSON, KELLY SCHWIND, SIN, HOCK-PENG  Academy of Management Review; Jul2010, Vol. 35 Issue 3, p358-372, 15p To date, leader-member exchange (LMX) research has primarily examined member outcomes, such as member attitudes and performance. However, little research exists regarding outcomes specific to the leader. Focusing on the leader-member dyad, we develop a framework of leader outcomes resulting from resource exchanges with members. We propose specific resource substitutes and discuss the impact of LMX quality on the leader.  UNPACKING GENERATIONAL IDENTITIES IN ORGANIZATIONS.  JOSHI, APARNA et al  Academy of Management Review; Jul2010, Vol. 35 Issue 3, p392-414, 23p Generational phenomena underlie several complex organizational challenges. Yet many fundamental questions regarding what generations mean and what the implications of generational differences in organizations are remain unanswered. The framework proposed in this paper allows us to incorporate multidisciplinary conceptualizations of generations as various dimensions of a generational identity, to specify conditions under which these dimensions may be activated in organizational contexts, and to derive implications for intergenerational interactions.
  17. 17. Slide 1.17 Specialist Journals American Sociological Review 4* Annual Review of Psychology 4* Behavioural Research in Accounting 4* Applied Economics Quarterly 2* Applied Ergonomics 2* Applied Financial Economics 2* China Economic Review 2* Corporate Social Resp & Environmental Management 1* Creativity and Innovation Management 1* 11 with ‘American’ in the title 3 with ‘China’ / ‘Chinese’ in the title Who are the gate keepers of ‘truth’ .....
  18. 18. Slide 1.18 http://hi.baidu.com/liutuo/blog/item/36276b274eb0b107918f9dfd.html

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