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Impact and Management Research - British Journal of Management Special Issue - Visual Abstract - Jan 2017

January 2017

DOI:10.13140/RG.2.2.34051.91689

Authors:

Robert MacIntosh

Northumbria University

University of St Andrews

Jean M Bartunek

Boston College

Lancaster University

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This is a visual abstract for the introductory paper in the British Journal of Mangement’s special issue on impact and management research. The paper can be found in Volume 28, Issue 1, published in January 2017

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Does anybody know the extent to which conference papers are abstracted when they are published independently of a journal ? What about The Institute's Conference Series, the photovoltaic specialist conferences in the USA, and other series of conferences?

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Impact and Management Research: Exploring Relationships between Temporality, Dialogue, Reflexivity a...

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This paper introduces the special issue focusing on Impact. We present the four papers in the special issue and synthesise their key themes, including dialogue, reflexivity and praxis. In addition, we expand on understandings of impact by exploring how, when and for whom management research creates impact and we elaborate four ideal types of impact by articulating both the constituencies for whom ... [Show full abstract] impact occurs and the forms it might take. We identify temporality as critical to a more nuanced conceptualization of impact and suggest that some forms of impact are performative in nature. We conclude by suggesting that management as a discipline would benefit from widening the range of comparator disciplines to include disciplines such as art, education and nursing where practice, research and scholarship are more overtly interwoven.

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Delivering Impact in Management Research

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When managing change, effective communication is fundamental to success. Indeed, many failures of change initiatives are attributed, in whole or in part, to communication failures (Kotter and Cohen 2002). We have spent the last two years studying an organisation that faced a particularly difficult change challenge. The study reveals some interesting insights. The National Health Service (NHS) ... [Show full abstract] Greater Glasgow and Clyde faced a difficult task in that the organisation had a large and change-fatigued group of employees, needed to effect the change very quickly and faced real public scrutiny over the both the change process and performance outcomes. This article explores some of the lessons learnt from this longitudinal and in-depth study of complex, rapid and radical organisational change.