#management scholar

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AOM2020: Publishing Rigorous and Impactful Literature Reviews in Business and Management Research

Symposium on 12 August 2020

Key learning points:

1. Miner vs prospector strategy in literature review.

Miners spot conceptual gaps, organize and categorize literatures, problematize the literature. While some advice doctoral students to do this as it is lower risk, another significant risk is not getting the paper published at all in high impact journals.

Prospectors set out new narratives and conceptualization, blend and merge literatures across domains, and develop analogies and metaphors across domains. This is higher risk as it is not easy to accomplish, yet when done well is likely to get published in a high impact journal.

2. Two types of reviews we can write: what do we know vs what should we know?

What do we know seeks to: find a definite answer to a verifiable question, more convergent, can be meta-analysis or systematic review, sense-giving in nature, broad conclusions and practical relevance, usually cited to support theoretical arguments.

What should we know seeks to: aim to redirect the field, more divergent, rely on narrative or integrative review, sense-making in nature, changes thinking about the topic, contextualized practical relevance, usually cited to support contribution of new research.

3. Be thorough in breadth, length, and depth. Position your paper to be thorough, honest, and accurate to contribute to the conversation in the literature. This clarifies the state of the literature  and set the stage for your work.

Key afterthoughts:

The point about miners versus prospectors resonates with me – do we encourage PhD students to take a low-yet-high risk approach of being a miner, or do we push them towards a high-risk strategy of being a prospector?

I guess there is no fixed way to do this. As what some panelists shared towards the end, having a senior scholar with experience in being a prospector guide a junior scholar or PhD student is probably the best way at publishing narrative-changing review papers (i.e. mitigating the high-risk that comes with it). Otherwise, taking a miner approach might be the go-to approach for most PhD students. 

Resources:

Short (2009). The art of writing a review article. Journal of Management, 35(6): 1312-1317

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AOM2020: Content and Text Analysis in Organizational Research: Techniques and Applications

Professional Development Workshop on 7 August 2020

Key learning points:

1. Preventing reviewer concerns when preparing manuscript. Justify the decision that you are making: 

The use of content analyses (e.g. non-intrusive way to capture executive’s psychological attributes; psychological attributes may operate outside of individuals’ awareness and control and hence implicit and indirect measures can be more effective than self-assessments)

The dictionary used by demonstrating content validity

Choice of content to analyze, and

The content analyses software used.

2. Demonstrate the robustness of your findings to alternative measures, other data specifications, or other ways of measuring and testing our analyses. Adding supplemental analyses can be important when reviewers have concerns about the empirical approach. You can include in the paper as a supplemental section or an appendix. 

Another alternative is to include the supplemental analyses only in the response letter to reviewers – this allows you to add extra tables for the reviewers but you must explain why you only include them in the response letter and not in the paper. Offer to include them in the paper if the reviewers and editor think they make your paper stronger.

3. Empirical issues with content analyses include measurement error, omitted variables, reverse causality, autocorrelation (McKenny, et al., 2016). Hence, there needs to be strong validation procedures, such as using expert raters, crafting unique dictionaries, ensuring convergent and discriminant validity.

4. Endogeneity in computer aided text analyses (CATA): Omitted variable causing IV and DV – using two instrumental variables (sample from Busenbark & Pfarrer (2019)). 

Good natural/logical instruments include: total number of words in document, total number of documents/articles, readability index (Lougran & McDonald, 2014), characteristics of subjects or authors of text, average length of words in document, count of long words (words over a certain character threshold), coverage of related organizations in an industry or social grouping).

Resources:

1. Gamache & McNamara (2019). Responding to bad press: How CEO temporal focus influences sensitivity to negative media coverage of acquisitions. Academy of Management Journal, 62(3): 918-943

2. Gamache, McNamara, Mannor, & Johnson (2015). Motivated to acquire? The impact of CEO regulatory focus on firm acquisitions. Academy of Management Journal, 58(4): 1261-1282

3. Gamache, Neville, Bundy, & Short (2020). Serving differently: CEO regulatory focus and firm stakeholder strategy. Strategic Management Journal, 41(7): 1305-1335

4. Colquitt & George (2011). Publishing in AMJ-Part 1: Topic choice. Academy of Management Journal, 54(3): 432-435

5. Grant & Pollock (2011). Publishing in AMJ-Part 3: Setting the hook. Academy of Management Journal, 54(5): 873-879

6. Lange & Pfarrer (2017). Editor’s comments: Sense and structure – The core building blocks of an AMR article. Academy of Management Review, 42(3): 407-416

7. Harrison, Thurgood, Boivie, & Pfarrer (2019). Measuring CEO personality: Developing, validating, and testing a linguistic tool. Strategic Management Journal, 40(8): 1316-1330.

8. Short, McKenny, & Reid (2018). More than words? Computer-aided text analysis in organizational behavior and psychology research. Annual Review of Organizational Psychology and Organizational Behavior, 5: 415-435.

9. Short, Broberg, Cogliser, & Brigham (2010). Construct validation using computer-aided text analysis (CATA): An illustration using entrepreneurial orientation. Organizational Research Methods, 13(2): 320-347

10. Nadkarni & Chen (2014). Bridging yesterday, today, and tomorrow: CEO temporal focus, environmental dynamism, and rate of new product introduction. Academy of Management Journal,57(6): 1810-1833

11. Busenbark, Marshall, Miller, & Pfarrer (2019). How the severity gap influences the effect of top actor performance on outcomes following a violation. Strategic Management Journal, 40(12): 2078-2104

12. Krause (2017). Being the CEO 's boss: An examination of board chair orientations. Strategic Management Journal, 38(3): 697-713

13. Content analysis website: www.terry.uga.edu/_contentanalysis/

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