A New Forum for Advancing Understanding of Research Methods and Practice

This paper adds to literature on engaged scholarship by exploring how previous experience, study expectations, and multiple identities are key factors that shape how management researchers perceive and experience the research-practice divide in sustainable development research. Highlighting ways to navigate tensions in engaged scholarship, the authors identify five major strategies: remembering the purpose of the research, emphasizing relationships, engaging in self-learning, practicing reflexivity, and framing emerging results. To do so, the authors draw on findings from three management research projects which sought to use engaged scholarship to address the sustainable development challenges of homelessness, Indigenous approaches to economics and development, and sustainability reporting in higher education. Taking a collaborative auto-ethnographic approach to analyzing their experiences as researchers, the authors demonstrate the potential for future management researchers to utilize a similar methodology to improve engaged scholarship research focused on sustainable development challenges.

Section: Introductionmentioning

confidence: 79%

Section: Discussionmentioning

confidence: 94%

Bridging Research‐Practice Tensions: Exploring Day‐to‐Day Engaged Scholarship Investigating Sustainable Development Challenges

Easter

Ceulemans

Kelly

2020

“…It may also deny access to knowledge written in other languages to those not commanding that language; which may provide some justification for text recycling (cf, Horbach and Halffman, ). Moreover, the internationalisation and globalisation of business education, the introduction of research quality audits in numerous countries and the proliferation of journal quality lists, have all helped to engender a ‘publish or perish’ culture where initial appointment and later career advancement are increasingly determined by the number of contributions to quality journals that adopt the lingua franca of English, rather than the indigenous language of the country in which one is based (Willmott, ; Anderson et al ., ; Bedeian et al ., ; Cederström and Hoedemaekers, ; Honig and Bedi, ; Lund, ; Van Dalen and Henkens, ; Ylijoki and Ursin, Ayondele et al ., ; Fanelli et al ., ; Lee, ). Such a culture can pressurise academics to take unethical shortcuts.…”

Section: Introductionmentioning

confidence: 99%

Plagiarism, Replication of Published Material without Citation and the Policy of the European Management Review

Lee

Méric

Altman³

2019

Self Cite

This paper responds to calls for editorial teams to provide clear guidance on ethical issues such as plagiarism. Our objective is to outline a policy suitable for an international journal that belongs to an international community, with members across different cultures, speaking different languages. After considering definitions of plagiarism and stating our preference for addressing issues of undeclared replication of text without citation, we review the academic literature on incidents of such behaviour and extant policies of different bodies addressing such practices. We then offer a unique insight into incidents and editorial considerations around submissions to the European Management Review that have replicated text without proper citation. Finally, we employ our definition of replication of text without citation, lessons from the extant literature and evidence from our observations in this journal to establish a policy that European Management Review will employ in the future.

“…In doing so they can build “better,” or at least “different,” theories from their data. Reflecting the focus of EMR's Research Methods papers (Lee, 2018, 2020), we focus on how strong structuration theory can be used in an empirical context, concentrating specifically on how it can be used as part of a case study research strategy.…”

Section: Introductionmentioning

confidence: 99%

Have your cake and eat it? Combining structure and agency in management research

Kennedy

O’Gorman

Lee

2021

This paper presents an explanatory logic and an empirical illustration of how Stones’ strong structuration theory, specifically the methodological brackets of agent's conduct and agent's context analysis can be applied within case study research. The value of strong structuration theory, and the methodological bracketing tool, is its proximity to empirical research and the provision of robust guidelines which enable researchers to resolve the methodological challenges of combining structure and agency within research designs. We demonstrate the application of methodological bracketing as a tool for analysing structure and agency interactions within management research. The contribution of the paper is its explication of strong structuration theory as a credible, flexible, and evolving research approach which is suitable for a range of research questions in the management domain. The explanatory logic of the duality of structure will appeal to researchers interested in exploring and developing novel theoretical insights and fresh perspectives from case study data.