Can business schools use practical reasoning to help them with social impact?

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Prometheus

Volume 37, Issue 4

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Can business schools use practical reasoning to help them with social impact?

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Author(s): John Paul Kawalek ¹ ^,

Publication date Pub: 14 December 2021

Journal: Prometheus

Publisher: Pluto Journals

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Journal ID (doi): 10.13169/prometheus.37.4.0340

Title: Prometheus

Abbreviated Title: PROM

Publisher: Pluto Journals

ISSN (Electronic): 1470-1030

Publication date Pub: 14 December 2021

Publication date Collection: 2022

Volume: 37

Issue: 4

Electronic Location Identifier: 37.4.0340

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[1 ]CrowditBuildit Ltd, Sheffield, UK

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Correspondence: John Paul Kawalek ( jpkawalek@ 123456gmail.com )

Accepting editor: Stuart Macdonald

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DOI: 10.13169/prometheus.37.4.0340

SO-VID: 4f9caff6-7de4-4a4a-922f-c473d6386c22

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Pages: 13

References

AbrahamsonE. and EisenmanM. (2001) ‘Why management scholars must intervene strategically in the management knowledge market’, Human Relations, 54, 1, pp.67–76.
BaldridgeD., FloydS. and MarkoczyL. (2004) ‘Are managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance’, Strategic Management Journal, 25, pp.1063–74.
BenbasatI. and ZmudR. (1999) ‘Empirical research in information systems: the practice of relevance’, MIS Quarterly, 32, 1, pp.3–16.
BoltonM. and StolcisG. (2003) ‘Ties that do not blind: musings on the specious relevance of academic research’, Public Administration Review, 63, 5, pp.626–30.
ChurchmanC. (1968) Challenge to Reason, McGraw-Hill, New York.
ChurchmanC. (1971) The Design of Inquiring Systems, Basic Concepts of Systems and Organization, Basic Books, New York.
ChurchmanC. (1979) The Design of Inquiring Systems and its Enemies, Basic Books, New York.
DavenportT. and MarkusM. (1999) ‘Rigour vs. relevance revisited: response to Benbasat and Zmud’, MIS Quarterly, 23, 1, pp.19–23.
ElmutiD. (2004) ‘Can management be taught?’, Management Decision, 42, pp.439–53.
EtzkowitzH. and LeydesdorffL. (2000) ‘The dynamics of innovation: from national systems and “mode 2” to a triple helix of university-industry-government relations’, Research Policy, 29, 2, pp.109–23.
FeldmanM. and OrlikowskiW. (2011) ‘Theorizing practice and practicing theory’, Organization Science, 22, 5, pp.1240–53.
GibbonsM. (2000) ‘Mode 2 society and the emergence of context sensitive science’, Science and Public Policy, 27, 3, pp.159–63.
GibbonsM., LimogesL., NowotnyH., SchwartmanS., ScottP. and TrowM. (1994) The New Production of Knowledge: The Dynamics of Science and Research in Contemporary Societies, Sage, London.
GoldkuhlG. (2012) ‘Pragmatism vs interpretivism in qualitative information systems research’, European Journal of Information Systems, 21, 2, pp.135–46.
GopinathC. and HoffmanR. (1995) ‘The relevance of strategy research: practitioner and academic viewpoints’, Journal of Management Studies, 32, 5, pp.575–94.
GoshalS. (2005) ‘Bad management theories are destroying good management practices’, Academy of Management Learning and Education, 4, 1, pp.75–91.
GoslingJ. and MintzbergH. (2006) ‘Management education as if both matter’, Management Learning, 37, pp.419–28.
HabermasJ. (1971) Toward a Rational Society: Student Protest, Science and Politics, Heinemann Educational, London.
HambrickD. (1994) ‘1993 presidential address: what if the academy actually mattered?’, Academy of Management Review, 19, pp.11–16.
HannahS., SumanthJ., LesterP. and CavarrettaF. (2014) ‘Debunking the false dichotomy of leadership idealism and pragmatism: critical evaluation and support of newer genre leadership theories’, Journal of Organizational Behavior, 35, pp.598–621.
HodgkinsonG. (ed.) (2001) ‘Facing the future: the nature and purpose of management research re-assessed’, British Journal of Management, 12, pp.S1–S80.
HodgkinsonG., HerriotP. and AndersonN. (2001) ‘Re-aligning the stakeholders in management research: lessons from industrial, work and organizational psychology’, British Journal of Management, 12, pp.S41–S48.
HuffA. (2000) ‘Citigroup’s John Reed and Stanford’s James March on management research and practice, Academy of Management Executive, 14, 1, pp.52–64.
HuffA. and HuffJ. (2001) ‘Re-focusing the business school agenda’, British Journal of Management, 12, pp.S49–S54.
IvoryC., MiskellP., ShiptonH., WhiteA., MoesleinK. and NeelyA. (2006) UK Business Schools: Historical Contexts and Future Scenarios: Summary Report from an EBK/AIM Management Research Forum, Advanced Institute of Management Research, available at http://www.aimresearch.org/uploads/File/Publications/Academic%20Publications%202/Uk_Business_Schools.pdf (accessed August 2015 ).
KantI. (1787) The Critique of Pure Reason (tr. SmithN., 1965), St Martin’s Press, New York.
KantI. (1788) Critique of Practical Reason (tr. BeckL., 1993), Macmillan, New York.
KantI. (1790) Critique of Judgement (tr. MeredethJ., 1952), Clarendon Press, Oxford.
KeiserA. and LeinerL. (2009) ‘Why the rigour–relevance gap in management is unbridgeable’, Journal of Management Studies, 46, pp.516–33.
LeydesdorffL. and EtzkowitzH. (1996) ‘Emergence of a triple helix of university-industry-government relations’, Science and Public Policy, 23, 5, pp.279–86.
LyytinenK. (1999) ‘Empirical research in information systems: on the relevance of practice in thinking of IS research’, MIS Quarterly, 23, 1, pp.25–8.
McLeanD. and MacIntoshR. (2002) ‘One process, two audiences: on the challenges of management research’, European Management Journal, 20, 4, pp.383–92.
MasraniS., WilliamsA. and McKiernanP. (2011) ‘Management education in the UK: the roles of the British Academy of Management and the Association of Business Schools’, British Journal of Management, 22, pp.382–400.
MitroffI., AlpaslanC. and O’ConnorE. (2015) ‘Reflections: what’s wrong with business schools and why they need to change’, Journal of Change Management, 15, 2, pp.85–91.
MonksK. and WalshJ. (2001) ‘The role of postgraduate education in management development’, Journal of European Industrial Training, 25, pp.148–56.
O’NeilO. (2013) Acting on Principle: An Essay on Kantian Ethics, Cambridge University Press, Cambridge.
RaschelA. and GilbertD. (2015) ‘Decoupling responsible management education: why business schools may not walk their talk’, Journal of Management Inquiry, 24, 3, pp.239–52.
SingerE. (1948) In Search of a Way of Life, Columbia University Press, New York.
SingerE. (1959) Experience and Reflection, University of Pennsylvania Press, Philadelphia.
SpenderJ. (2005) ‘Speaking about management education: some history of the search for academic legitimacy and the ownership and control of management knowledge’, Management Decision, 43, 10, pp.1282–92.
StarkeyK., HatchuelA. and TempestS. (2009) ‘Management research and the new logics of discovery and engagement’, Journal of Management Studies, 46, pp.547–58.
ThomasH. and WilsonA. (2011) ‘“Physics envy”, cognitive legitimacy or practical relevance: dilemmas in the evolution of management research in the UK’, British Journal of Management, 22, pp.443–56.
TuckerP. and LoweA. (2014) ‘Practitioners are from Mars; academics are from Venus? An investigation of the research–practice gap in management accounting’, Accounting, Auditing and Accountability Journal, 27, 3, pp.394–425.
UlrichW. (1983) Critical Heuristics of Social Planning: A New Approach to Practical Philosophy, Haupt, Berne.
UlrichW. (2007) ‘Philosophy for professionals: towards critical pragmatism’, Journal of the Operational Research Society, 58, 8, pp.1109–13.
UlrichW. (2012a) ‘Operational research and critical systems thinking – an integrated perspective. Part 1: OR as applied systems thinking’, Journal of the Operational Research Society, 63, pp.1228–47.
UlrichW. (2012b) ‘Operational research and critical systems thinking – an integrated perspective. Part 2: OR as argumentative practice’, Journal of the Operational Research Society, 63, pp.1307–22.
VermeulenF. (2005) ‘On rigour and relevance: fostering dialectic progress in management research’, Academy of Management Journal, 48, pp.978–82.
WatsonH., TaylorK., HigginsG., KadlecC. and MeeksM. (1999) ‘Leaders assess the current state of the IS academic discipline’, Communications of the Association for Information Systems, 2, 2, pp.2–27.
WhitfordJ. and ZirpoliF. (2014) ‘Pragmatism, practice, and the boundaries of organization’, Organization Science, 25, 6, pp.1823–39.

Comments

Comment on this article

[1] AbrahamsonE. and EisenmanM. (2001) ‘Why management scholars must intervene strategically in the management knowledge market’, Human Relations, 54, 1, pp.67–76.

[2] BaldridgeD., FloydS. and MarkoczyL. (2004) ‘Are managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance’, Strategic Management Journal, 25, pp.1063–74.

[3] BenbasatI. and ZmudR. (1999) ‘Empirical research in information systems: the practice of relevance’, MIS Quarterly, 32, 1, pp.3–16.

[4] BoltonM. and StolcisG. (2003) ‘Ties that do not blind: musings on the specious relevance of academic research’, Public Administration Review, 63, 5, pp.626–30.

[5] ChurchmanC. (1968) Challenge to Reason, McGraw-Hill, New York.

[6] ChurchmanC. (1971) The Design of Inquiring Systems, Basic Concepts of Systems and Organization, Basic Books, New York.

[7] ChurchmanC. (1979) The Design of Inquiring Systems and its Enemies, Basic Books, New York.

[8] DavenportT. and MarkusM. (1999) ‘Rigour vs. relevance revisited: response to Benbasat and Zmud’, MIS Quarterly, 23, 1, pp.19–23.

[9] ElmutiD. (2004) ‘Can management be taught?’, Management Decision, 42, pp.439–53.

[10] EtzkowitzH. and LeydesdorffL. (2000) ‘The dynamics of innovation: from national systems and “mode 2” to a triple helix of university-industry-government relations’, Research Policy, 29, 2, pp.109–23.

[11] FeldmanM. and OrlikowskiW. (2011) ‘Theorizing practice and practicing theory’, Organization Science, 22, 5, pp.1240–53.

[12] GibbonsM. (2000) ‘Mode 2 society and the emergence of context sensitive science’, Science and Public Policy, 27, 3, pp.159–63.

[13] GibbonsM., LimogesL., NowotnyH., SchwartmanS., ScottP. and TrowM. (1994) The New Production of Knowledge: The Dynamics of Science and Research in Contemporary Societies, Sage, London.

[14] GoldkuhlG. (2012) ‘Pragmatism vs interpretivism in qualitative information systems research’, European Journal of Information Systems, 21, 2, pp.135–46.

[15] GopinathC. and HoffmanR. (1995) ‘The relevance of strategy research: practitioner and academic viewpoints’, Journal of Management Studies, 32, 5, pp.575–94.

[16] GoshalS. (2005) ‘Bad management theories are destroying good management practices’, Academy of Management Learning and Education, 4, 1, pp.75–91.

[17] GoslingJ. and MintzbergH. (2006) ‘Management education as if both matter’, Management Learning, 37, pp.419–28.

[18] HabermasJ. (1971) Toward a Rational Society: Student Protest, Science and Politics, Heinemann Educational, London.

[19] HambrickD. (1994) ‘1993 presidential address: what if the academy actually mattered?’, Academy of Management Review, 19, pp.11–16.

[20] HannahS., SumanthJ., LesterP. and CavarrettaF. (2014) ‘Debunking the false dichotomy of leadership idealism and pragmatism: critical evaluation and support of newer genre leadership theories’, Journal of Organizational Behavior, 35, pp.598–621.

[21] HodgkinsonG. (ed.) (2001) ‘Facing the future: the nature and purpose of management research re-assessed’, British Journal of Management, 12, pp.S1–S80.

[22] HodgkinsonG., HerriotP. and AndersonN. (2001) ‘Re-aligning the stakeholders in management research: lessons from industrial, work and organizational psychology’, British Journal of Management, 12, pp.S41–S48.

[23] HuffA. (2000) ‘Citigroup’s John Reed and Stanford’s James March on management research and practice, Academy of Management Executive, 14, 1, pp.52–64.

[24] HuffA. and HuffJ. (2001) ‘Re-focusing the business school agenda’, British Journal of Management, 12, pp.S49–S54.

[25] IvoryC., MiskellP., ShiptonH., WhiteA., MoesleinK. and NeelyA. (2006) UK Business Schools: Historical Contexts and Future Scenarios: Summary Report from an EBK/AIM Management Research Forum, Advanced Institute of Management Research, available at http://www.aimresearch.org/uploads/File/Publications/Academic%20Publications%202/Uk_Business_Schools.pdf (accessed August 2015 ).

[26] KantI. (1787) The Critique of Pure Reason (tr. SmithN., 1965), St Martin’s Press, New York.

[27] KantI. (1788) Critique of Practical Reason (tr. BeckL., 1993), Macmillan, New York.

[28] KantI. (1790) Critique of Judgement (tr. MeredethJ., 1952), Clarendon Press, Oxford.

[29] KeiserA. and LeinerL. (2009) ‘Why the rigour–relevance gap in management is unbridgeable’, Journal of Management Studies, 46, pp.516–33.

[30] LeydesdorffL. and EtzkowitzH. (1996) ‘Emergence of a triple helix of university-industry-government relations’, Science and Public Policy, 23, 5, pp.279–86.

[31] LyytinenK. (1999) ‘Empirical research in information systems: on the relevance of practice in thinking of IS research’, MIS Quarterly, 23, 1, pp.25–8.

[32] McLeanD. and MacIntoshR. (2002) ‘One process, two audiences: on the challenges of management research’, European Management Journal, 20, 4, pp.383–92.

[33] MasraniS., WilliamsA. and McKiernanP. (2011) ‘Management education in the UK: the roles of the British Academy of Management and the Association of Business Schools’, British Journal of Management, 22, pp.382–400.

[34] MitroffI., AlpaslanC. and O’ConnorE. (2015) ‘Reflections: what’s wrong with business schools and why they need to change’, Journal of Change Management, 15, 2, pp.85–91.

[35] MonksK. and WalshJ. (2001) ‘The role of postgraduate education in management development’, Journal of European Industrial Training, 25, pp.148–56.

[36] O’NeilO. (2013) Acting on Principle: An Essay on Kantian Ethics, Cambridge University Press, Cambridge.

[37] RaschelA. and GilbertD. (2015) ‘Decoupling responsible management education: why business schools may not walk their talk’, Journal of Management Inquiry, 24, 3, pp.239–52.

[38] SingerE. (1948) In Search of a Way of Life, Columbia University Press, New York.

[39] SingerE. (1959) Experience and Reflection, University of Pennsylvania Press, Philadelphia.

[40] SpenderJ. (2005) ‘Speaking about management education: some history of the search for academic legitimacy and the ownership and control of management knowledge’, Management Decision, 43, 10, pp.1282–92.

[41] StarkeyK., HatchuelA. and TempestS. (2009) ‘Management research and the new logics of discovery and engagement’, Journal of Management Studies, 46, pp.547–58.

[42] ThomasH. and WilsonA. (2011) ‘“Physics envy”, cognitive legitimacy or practical relevance: dilemmas in the evolution of management research in the UK’, British Journal of Management, 22, pp.443–56.

[43] TuckerP. and LoweA. (2014) ‘Practitioners are from Mars; academics are from Venus? An investigation of the research–practice gap in management accounting’, Accounting, Auditing and Accountability Journal, 27, 3, pp.394–425.

[44] UlrichW. (1983) Critical Heuristics of Social Planning: A New Approach to Practical Philosophy, Haupt, Berne.

[45] UlrichW. (2007) ‘Philosophy for professionals: towards critical pragmatism’, Journal of the Operational Research Society, 58, 8, pp.1109–13.

[46] UlrichW. (2012a) ‘Operational research and critical systems thinking – an integrated perspective. Part 1: OR as applied systems thinking’, Journal of the Operational Research Society, 63, pp.1228–47.

[47] UlrichW. (2012b) ‘Operational research and critical systems thinking – an integrated perspective. Part 2: OR as argumentative practice’, Journal of the Operational Research Society, 63, pp.1307–22.

[48] VermeulenF. (2005) ‘On rigour and relevance: fostering dialectic progress in management research’, Academy of Management Journal, 48, pp.978–82.

[49] WatsonH., TaylorK., HigginsG., KadlecC. and MeeksM. (1999) ‘Leaders assess the current state of the IS academic discipline’, Communications of the Association for Information Systems, 2, 2, pp.2–27.

[50] WhitfordJ. and ZirpoliF. (2014) ‘Pragmatism, practice, and the boundaries of organization’, Organization Science, 25, 6, pp.1823–39.

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Can business schools use practical reasoning to help them with social impact?

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