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Evidence in Management Research: Some Conceptual Issues

Evidence in Management Research: Some Conceptual Issues

Vasant V. Bang, Milind T. Phadtare
Copyright: © 2017 |Volume: 7 |Issue: 1 |Pages: 14
ISSN: 2155-6393|EISSN: 2155-6407|EISBN13: 9781522514275|DOI: 10.4018/IJKBO.2017010104
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MLA

Bang, Vasant V., and Milind T. Phadtare. "Evidence in Management Research: Some Conceptual Issues." IJKBO vol.7, no.1 2017: pp.64-77. http://doi.org/10.4018/IJKBO.2017010104

APA

Bang, V. V. & Phadtare, M. T. (2017). Evidence in Management Research: Some Conceptual Issues. International Journal of Knowledge-Based Organizations (IJKBO), 7(1), 64-77. http://doi.org/10.4018/IJKBO.2017010104

Chicago

Bang, Vasant V., and Milind T. Phadtare. "Evidence in Management Research: Some Conceptual Issues," International Journal of Knowledge-Based Organizations (IJKBO) 7, no.1: 64-77. http://doi.org/10.4018/IJKBO.2017010104

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Abstract

Scholars point out a fundamental difference between research in disciplines of management and natural sciences. Using stakeholder framework, in this paper, the authors first define domain of management research from practitioners' perspective. Then, they highlight contextual nature of management and argue that practitioners and researchers differ in terms of extent of generalisation they are interested in. The authors present a framework which links management research to practice and identify conceptual issue related to reliability and validity. Statistical techniques generally try to decipher a pattern. But innovation by definition amounts to breaking free from the pattern. A formula which led to success of one organisation at one point of time can be intentionally disrupted by managers in competing organisations. This is possible because human beings are endowed with three unique characteristics of cognition, judgment and intention. This explains limitations of management research in predicting future on the basis of valid explanations of today. That is why even if managers try to search for a common reality in a replicable fashion, managerial practice may not necessarily benefit.

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