Rommes, AGL, Avenier, M-J, Denyer, D et al. (4 more authors) (2015) Toward Common Ground and Trading Zones in Management Research and Practice. British Journal of Management, 26 (3). pp. 544-559. ISSN 1045-3172
Abstract
The purpose and nature of management scholarship is contested, evidenced by debates about the ‘academic–practitioner divide’ and attendant remedies for addressing it, including mode 2 and mode 3 research, engaged scholarship, evidence‐based management and design science. In this paper the authors argue that, without a culture of dialogical encounter, management scholarship will never be able to emerge from its adolescence, and management will not develop into the profession that it should and can become. The central proposition is that the highly fragmented landscape of management (practice and scholarship) lacks sufficient capability for dialogue among the plurality of actors situated across that landscape. Developing the dialogical capability ultimately required to break this fundamental impasse demands, first, a shared sense of purpose and responsibility (akin to the Hippocratic Oath in medicine) and, second, institutional entrepreneurship to establish more and better ‘trading zones’. Drawing on the philosophy of pragmatism, the authors further this endeavour by identifying and proposing key elements of a statement of shared purpose and responsibility. Finally, they explore the nature and characteristics of successful trading zones, highlighting particular examples that have already been created in management studies.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © 2016 The Authors British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management. This is an open access article under the terms of the Creative Commons Attribution‐NonCommercial‐NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made. |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Strategy and Organisation (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 11 Oct 2019 10:48 |
Last Modified: | 23 Jun 2023 21:48 |
Status: | Published |
Publisher: | Wiley |
Identification Number: | 10.1111/1467-8551.12110 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:86881 |
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