Impactful Theory: Pathways to Mattering

Abstract

Organization Theory is an academic journal dedicated to the development and dissemination of novel theory in the domain of organizational scholarship. At the same time, an increasing chorus of organizational scholars have advocated for “impact”—broadly defined as producing societal benefit beyond the realm of academia. In this editorial, we question the implicit dichotomy between theory, on the one hand, and impact, on the other, and critically explore the notion of impactful theory. Rather than seeing theory as inherently opposed to impact, we celebrate and elucidate theory as a meaningful way to achieve impact. Specifically, we unpack the apparent oxymoron of impactful theory, and articulate seven distinct pathways whereby theory can be impactful. We close by outlining several critical questions, both for individual scholars and our collective community, as well as future research directions.

Calibrating for Progress: What are the Instrumental Functions of Theory in Management Research?

“…The framework therefore helps to calibrate expectations about academics' impact by defining when they may be able to pursue one or the other type of impact (also Kieser et al, 2015). At the same time, the framework helps establish a level playing field which is appreciative of the different values of theory, where applicable managerial knowledge (Pearce and Huang, 2012) or theory for societal benefit (Reinecke et al, 2022) are as valuable as aesthetics and the beauty of argumentation in driving theoretical progress (as per Jim March's ‘I have never been, nor will I ever become, relevant’). This would keep in check any over‐instrumentalization of academic knowledge, just as it would limit mere speculation.…”

A Call for Activist Scholarship in Organizational Theorizing

“…Others have suggested criteria for what counts as “impactful” research (Bansal & Sharma, 2022; Wickert, & Precipe, 2021). Together these arguments question why we need more theory and ask whether “the world [would] be better served by actionable knowledge capable of making a tangible difference?” (Reinecke et al, 2022, p. 2).…”

Reflection on the Past Three Years (2020-2023)

“…To not stay stagnant in the current HRD research and contribute to HRD practice, journal editors and senior scholars in HRD are called on to set the stage for the missed research topics by asking the right questions: who and what is research for (Davis, 2015; Hoffman, 2021; Tsui, 2022)? Why do we need theory (Gray, 2023; Reinecke et al, 2022)? And what does the transformation of HRD research mean, for what purposes, for whom, and in what contexts?…”

“…To not stay stagnant in the current HRD research and contribute to HRD practice, journal editors and senior scholars in HRD are called on to set the stage for the missed research topics by asking the right questions: who and what is research for (Davis, 2015;Hoffman, 2021;Tsui, 2022)? Why do we need theory (Gray, 2023;Reinecke et al, 2022) This positive trajectory of the journal's impact factor has been made possible by the quality articles published, which were developed in the extended review process by our outstanding editorial team of three Associate Editors (AEs): Meera Alagaraja from the University of Louisville, Julie Davies from University College London, UK, and Hyung Joon Yoon from Penn State University, along with Managing Editors (MEs) Zandra Boise (Year 1) and Beth Hyatt (Years 2 and 3) and Media Editor Ryan Riojas from the University of Texas at Tyler. My daily working partner, Beth Hyatt, reflects: I recall the time when the Editor-in-Chief (EIC), Yonjoo Cho, approached me with an opportunity to fill the role of ME for HRDR in August of 2021 while I was about to start my second year as a doctoral student.…”