CALL FOR PAPERS BUSINESS IATROGENESIS SUBMISSION DEADLINE: AUGUST 2015 Iatrogenesis is “preventable harm resulting from medical treatment or advice to patients” (Wikipedia). Clearly, this concept applies to non-medical domains. In this vein, we define ‘business iatrogenesis’ as net reduction in organizational efficacy induced by efforts to solve a managerially identified problem. Under this proposed definition, net reduction in organizational efficacy relates to entities such as revenue, profit, market share, customer satisfaction, product value, competitive advantage, and ethical status; efforts to solve relate to words and/or deeds; and a managerial identified problem could be intersubjectively certifiable or imaginary. An upcoming special issue of Asian Journal of Business Research will be dedicated to ‘business iatrogenesis’.

1. ASIAN JOURNAL OF BUSINESS RESEARCH
(A Publication of Marketing in Asia Group, ISSN: 1178-8933)
CALL FOR PAPERS
BUSINESS IATROGENESIS
SUBMISSION DEADLINE: AUGUST 2015
Iatrogenesis is “preventable harm resulting from medical treatment or advice to
patients” (Wikipedia). Clearly, this concept applies to non-medical domains. In this
vein, we define ‘business iatrogenesis’ as net reduction in organizational efficacy
induced by efforts to solve a managerially identified problem. Under this proposed
definition, net reduction in organizational efficacy relates to entities such as revenue,
profit, market share, customer satisfaction, product value, competitive advantage, and
ethical status; efforts to solve relate to words and/or deeds; and a managerial
identified problem could be intersubjectively certifiable or imaginary.
An upcoming special issue of Asian Journal of Business Research will be dedicated to
‘business iatrogenesis’. The many diverse topics suitable for the special issue include,
but are not limited to, the following possibilities as they relate to business practice:
 Helpful and harmful incentives for action
 Faulty feedback loops between action and outcome
 Potentially problematic psychological mechanisms, such as self-deception,
excessive optimism or pessimism, magical thinking, and blindness to contrary
evidence
 Adopting business fads based on limited anecdotal evidence
 Premature self-cannibalization of products
 ‘Feature creep’ for hi-tech products (i.e., new product features wanted by few
customers that needlessly complicate product use)
 Control systems that encourage useless/destructive rather than constructive
action
 Productive and counterproductive responses to forecasts of discontinuous
change
 Harmful interactions caused by different managerial actions
 Negative byproducts of regulatory interventions
 Recovery from faulty prescriptions for action
The review process will be double blind, with multiple referees evaluating each
manuscript. Prospective authors can find manuscript guidelines at http:
http://www.magscholar.com/ joomla/index.php/manuscript-requirements. Please
submit an electronic version of your manuscript (in Word, WordPerfect, or pdf
format) as an e-mail attachment to mhyman@nmsu.edu. Manuscripts describing
empirical (qualitative or quantitative), theoretical, or case studies are welcome. Pose
any questions about manuscript suitability to the lead guest editor.
GUEST EDITORS
Michael R. Hyman, Distinguished Achievement Professor of Marketing, New Mexico
State University (mhyman@nmsu.edu; http://business.nmsu.edu/~mhyman);
Jeremy J. Sierra, Associate Professor of Marketing, Texas State University
(js204@txstate.edu);
Susan D. Steiner, Chair and Associate Professor of Management, University of
Tampa (ssteiner@ut.edu).