Academic management theory has a serious utilization problem. This article argues that it stands a better chance of being adopted for instrumental use if the theory is based on the paradigm of the “design sciences”, like medicine or engineering. Most academic management research is based on the paradigm of the “explanatory sciences”, like physics. The mission of these sciences is to describe, explain and predict, while the core mission of the design sciences is to develop “tested and grounded technological rules”. The paradigm of the design sciences is applied to management research and I discuss the potential of solving its utility problem by combining both types of research.

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Management research based on the paradigm of the design sciences: the quest for field-tested and grounded technological rules

The relevance problem of academic management research in organization and management is an old and thorny one. Recent discussions on this issue have resulted in proposals to use more Mode 2 knowledge production in our field. These discussions focused mainly on the process of research itself and less on the products produced by this process. Here the focus is on the so-called field-tested and grounded technological rule as a possible product of Mode 2 research with the potential to improve the relevance of academic research in management. Technological rules can be seen as solution-oriented knowledge. Such knowledge may be called Management Theory, while more description-oriented knowledge may be called Organization Theory. In this article the nature of technological rules in management is discussed, as well as their development, their use in actual management practice and the potential for cross-fertilization between Management Theory and Organization Theory.

https://papers.ssrn.com/sol3/Delivery.cfm/bjom_437.pdf?abstractid=681672&mirid=5

Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management

This study centers around the way in which firms can enhance alliance performance through the development of alliance capabilities. Whereas most research has focused on inter-firm antecedents of alliance performance, research on intra-firm antecedents pointing to prior experience and internal mechanisms to foster knowledge transfer has only recently emerged. As little is known about how firms develop alliance capabilities, this study aims to uncover how differences in sources of alliance capability development explain performance heterogeneity. The data come from a detailed survey held among alliance managers and Vice-Presidents of 151 firms. The survey covers over 2600 alliances for the period 1997-2001. This study not only finds that alliance capabilities partially mediate between alliance experience and alliance performance, but also yields novel insights into the micro-level building blocks underlying the process of alliance capability development.

/pdf/alliance-capability-as-a-mediator-between-experience-and-38t6dv00q1.pdf

*Alliance Capability as a Mediator Between Experience and Alliance Performance: An Empirical Investigation into the Alliance Capability Development Process

https://isiarticles.com/bundles/Article/pre/pdf/1148.pdf

Risk management in ERP project introduction: Review of the literature

From experience : applying the risk diagnosing methodology

Determinants of the Level of Knowledge Application: A Knowledge-Based and Information-Processing Perspective*

https://pure.tue.nl/ws/files/1794797/560341.pdf

XM Michael Song

Papers

From experience : applying the risk diagnosing methodology

Determinants of the Level of Knowledge Application: A Knowledge-Based and Information-Processing Perspective*

An Empirical Investigation into the Antecedents of Knowledge Dissemination at the Strategic Business Unit Level