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https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

Social scientists often estimate models from correlational data, where the independent variable has not been exogenously manipulated; they also make implicit or explicit causal claims based on these models. When can these claims be made? We answer this question by first discussing design and estimation conditions under which model estimates can be interpreted, using the randomized experiment as the gold standard. We show how endogeneity – which includes omitted variables, omitted selection, simultaneity, common-method variance, and measurement error – renders estimates causally uninterpretable. Second, we present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. Third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10 years in top-tier journals. Our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid. We conclude by offering 10 suggestions on how to improve non-experimental research.

On making causal claims : A review and recommendations

We develop and test an attention-based theory of search by top management teams and the influence on firm innovativeness. Using an in-depth field study of 61 publicly traded high-technology firms and their top executives, we find that the location selection and intensity of search independently and jointly influence new product

Top management attention to innovation: The role of search selection and intensity

Purpose




Virtually all contemporary scientific papers studying careers emphasize its changing nature. Indeed, careers have been changing during recent decades, for example becoming more complex and unpredictable. Furthermore, hallmarks of the new career – such as individual agency – are clearly increasing in importance in today’s labor market. This led the authors to ask the question of whether these changes are actually visible in the topics that career scholars research. In other words, the purpose of this paper is to discover the trending topics in careers.




Design/methodology/approach




To achieve this goal, the authors analyzed all published papers from four core career journals (i.e. Career Development International, Career Development Quarterly, Journal of Career Assessment, and Journal of Career Development) between 2012 and 2016. Using a five-step procedure involving three researchers, the authors formulated the 16 most trending topics.




Findings




Some traditional career topics are still quite popular today (e.g. career success as the #1 trending topic), whereas other topics have emerged during recent years (e.g. employability as the #3 trending topic). In addition, some topics that are closely related to career research – such as unemployment and job search – surprisingly turned out not to be a trending topic.




Originality/value




In reviewing all published papers in CDI, CDQ, JCA, and JCD between 2012 and 2016, the authors provide a unique overview of currently trending topics, and the authors compare this to the overall discourse on careers. In addition, the authors formulate key questions for future research.

#Trending topics in careers: a review and future research agenda

It is widely accepted that the conflict between women’s family obligations and professional jobs’ long hours lies at the heart of their stalled advancement. Yet research suggests that this “work–fa...

https://journals.sagepub.com/doi/pdf/10.1177/0001839219832310

Explaining the Persistence of Gender Inequality: The Work–family Narrative as a Social Defense against the 24/7 Work Culture*:

https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1267&context=managementfacpub

Metacritiques of Upper Echelons Theory: Verdicts and Recommendations for Future Research:

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5872&context=lkcsb_research

Gender Research in AMJ: AN Overview of Five Decades of Empirical Research and Calls to Action

Criticisms of the dominant leadership perspectives in the literature are increasing and, as such, a growing number of scholars are calling for more complex and conceptually sound theories of leadership. With a multi-faceted perspective on effective leadership, detailed conceptual underpinnings, and increasing body of empirical support, the Charismatic, Ideological, and Pragmatic (CIP) model of leadership has the potential to address many of these concerns and substantively contribute to our understanding of effective leadership. Despite such advantages, however, wide scale proliferation of the model remains elusive. As such, this effort provides the first comprehensive review of the CIP model to analyze its potential to expand our understanding of leadership in science and practice. In doing so this review frames and organizes the existing CIP literature, identifies key strengths of the model, addresses key limitations of the model, and outlines future research opportunities that would benefit from adopting a CIP perspective.

Charismatic, ideological, & pragmatic (CIP) model of leadership: A critical review and agenda for future research

The study of diversity in work groups and organizations has become a significant domain of inquiry. However, the overall consensus in this literature seems to be that a direct relationship between diversity and performance-based outcomes is tenuous at best. To break this impasse, we propose a structural-emergence model that emphasizes how the embedding structural context has substantial implications for the very meaning, salience, and content of diversity in teams. We then discuss how emergent processes that are a function of the structural context can take symmetric and asymmetric forms at the level of dyads within the team. In this way we provide a framework that takes into account both top-down and bottom-up effects of diversity in teams. The structural-emergence model also has important implications for how teams may be led and team tasks designed, and it provides avenues to build an actionable agenda for theory and research.

A Structural-Emergence Model of Diversity in Teams

Acknowledging the focal article authors’ essential step forward in researching challenges related to disability in the workplace, we argue that missing from the discussion are individuals with one of the most invisible disabilities—namely, individuals with autism spectrum disorder or ASD. As such, we aim to make two primary points in this commentary. First, we extend the discussion of invisible disabilities to include socially based disorders such as ASD. Second, we briefly discuss unique issues employees with ASD pose to our field, hoping to make a compelling argument for a necessary future research agenda.

Brett H. Neely

Papers

Metacritiques of Upper Echelons Theory: Verdicts and Recommendations for Future Research:

Gender Research in AMJ: AN Overview of Five Decades of Empirical Research and Calls to Action

Charismatic, ideological, & pragmatic (CIP) model of leadership: A critical review and agenda for future research

A Structural-Emergence Model of Diversity in Teams

In a Discussion on Invisible Disabilities, Let Us Not Lose Sight of Employees on the Autism Spectrum