Publishing success of marketing academics: antecedents and outcomes

Abstract

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Revisiting Global University Rankings and Their Indicators in the Age of Sustainable Development

“…In 2018, the Times Higher Education (THE) announced their intention to promote SDGs by creating a new ranking focused on universities' impact on society. 27 Their 2019 impact ranking 11 was released in April and universities from New Zealand, Canada, the United Kingdom, Sweden, Italy, and Hong Kong rank as the top 10. This is, in itself, a positive move and demonstrates that ranking institutions are recognizing that HEIs as well as the broad public want to tackle sustainable development.…”

“…10 In addition, by instilling a culture of publish or perish, this indicator has a negative impact on the quality of research. According to Richard et al (2015), 11 this indicator carries a punishment incentive and has already led to increasing occurrences of questionable research practices, including: plagiarism, selfplagiarism, data fabrication, academics' conformity to avoid conflict of interest, unethical authorships, fake reviewers, and other forms of violations that undermine research credibility, integrity, and validity. 12 In addition, as publish or perish lies at the root of academic advancement, the pressure to publish can "harm the quality of life of researchers, decreasing their satisfaction and undermining creativity."…”

Managing employee performance in transition economies: A study of Vietnamese public organizations

“…The findings for performance‐reward links may be particularly salient in transitional country public services, which have serious and entrenched problems. In western settings, results could well be more nuanced (Richard, Plimmer, Fam, & Campbell, ).…”

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

“…As PL supports individuals to address public service job dilemmas and realities, perceptions of fairness and social exchange would be improved, leading to higher POS. POS, a well‐researched phenomenon, facilitates a positive organisational orientation in employees, which in turn enhances motivation to help the organisation (Richard, Plimmer, Fam, & Campbell, ). These processes are reflective of social exchange theory, which in employment terms concerns a reciprocity norm – viewed as an exchange of effort and loyalty by employees in return for tangible benefits and social rewards (Rhoades & Eisenberger, ).…”