Reflections on the 2016 Decade Award: Incorporating Context in Organizational Research

doi:10.5465/AMR.2017.0044

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Reflections on the 2016 Decade Award: Incorporating Context in Organizational Research

Journal Article•DOI•

Reflections on the 2016 Decade Award: Incorporating Context in Organizational Research

Gary Johns¹•Institutions (1)

University of British Columbia¹

01 Oct 2017-Academy of Management Review (Academy of Management)-Vol. 42, Iss: 4, pp 577-595

TL;DR: The Essential Impact of Context on Organizational Behavior as mentioned in this paper was the winner of the 2016 Academy of Management Review Decade Award, which was based on a reflection on the 2006 article.

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Abstract: This is a reflection on my 2006 article, “The Essential Impact of Context on Organizational Behavior,” which received the 2016 Academy of Management Review Decade Award. I review some studies suppo...

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Blockchain, adoption, and financial inclusion in India: Research opportunities

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Sebastian Schuetz¹, Viswanath Venkatesh¹•Institutions (1)

University of Arkansas¹

01 Jun 2020-International Journal of Information Management

TL;DR: The practical contribution of this paper is the discussion of how blockchain can alleviate the issue of financial exclusion in rural India, thereby providing a basis for a solution that could connect rural Indians to global supply chain networks.

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191 citations

Journal Article•DOI•

Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective:

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David G. Collings¹, Kamel Mellahi², Wayne F. Cascio³•Institutions (3)

Dublin City University¹, University of Warwick², University of Colorado Denver³

01 Feb 2019-Journal of Management

TL;DR: In this paper, the link between global talent management and multinational enterprises' (MNEs) performance has not been theorized or empirically tested and a theoretical framework for how GTM links with MNE performance has been developed.

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168 citations

Cites background from "Reflections on the 2016 Decade Awar..."

...However, context does matter (Johns, 2006, 2017), and recent research indicates the potentially destructive effect of too many stars in organisations (Groysberg, Polzer, & Elfenbein, 2011)....
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...We start from the well-established assumption that it is essential to consider contextual differences in management practices and performance (Allen et al., 2015; Bamberger, 2008; Johns, 2006, 2017)....
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Journal Article•DOI•

Impacts of COVID-19: A research agenda to support people in their fight.

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Viswanath Venkatesh¹•Institutions (1)

University of Arkansas¹

18 Jul 2020-International Journal of Information Management

TL;DR: In this paper, the authors present five research directions related to COVID-19 pandemic impacts on jobs, i.e., job loss, job changes, job outcomes, coping, and support.

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139 citations

Cites background from "Reflections on the 2016 Decade Awar..."

...A greater lesson from this is that, in any domain, contextualized knowledge can be invaluable both from scientific and practical perspectives, as noted by Johns (2006, 2017), as long as the context is important in its own right....
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...Such theories will provide both contextual understanding (Johns, 2006, 2017) and important scoping/boundary conditions created by COVID that may cause theories to break down that in turn helps create critical new knowledge (Alvesson & Kärreman, 2007)....
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Journal Article•DOI•

Talent management: context matters

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Eva Gallardo-Gallardo, Marian Thunnissen¹, Hugh Scullion²•Institutions (2)

Fontys University of Applied Sciences¹, University of Hull²

21 Feb 2020-International Journal of Human Resource Management

TL;DR: In this article, the attraction, development, and retention of talent are nowadays one of the most critical challenges faced by companies worldwide, despite the increasing scholarly attenuation of the field.

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Abstract: There is little doubt that the attraction, development, and retention of talent are nowadays one of the most critical challenges faced by companies worldwide. Despite the increasing scholarly atten...

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108 citations

Cites background from "Reflections on the 2016 Decade Awar..."

...Rather, as Johns (2017) suggest, that ‘it should be incorporated more mindfully and systematically into our research’ (p. 577)....
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Journal Article•DOI•

Leading Teams in the Digital Age: Four Perspectives on Technology and What They Mean for Leading Teams.

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Lindsay Elizabeth Larson¹, Leslie A. DeChurch¹•Institutions (1)

Northwestern University¹

13 Jan 2020-Leadership Quarterly

TL;DR: This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams.

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Abstract: Digital technologies are changing the nature of teamwork in ways that have important implications for leadership. Though conceptually rich and multi-disciplinary, much of the burgeoning work on technology has not been fully integrated into the leadership literature. To fill this gap, we organize existing work on leadership and technology, outlining four perspectives: (1) technology as context, (2) technology as sociomaterial, (3) technology as creation medium, and (4) technology as teammate. Each technology perspective makes assumptions about how technologies affect teams and the needs for team leadership. Within each perspective, we detail current work on leading teams. This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams. We identify 12 leadership implications arising from the ways digital technologies affect organizing. We then leverage our review to identify directions for future leadership research and practice.

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94 citations