Re‐aligning the Stakeholders in Management Research: Lessons from Industrial, Work and Organizational Psychology

By G. Hodgkinson, P. Herriot, Neil Anderson. 2001

264 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6836ea3cbbba69a9e2d331c02a53e004474408a7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. T. Cox
2. A. Griffiths
3. Alexander T. Nicolai
4. David Seidl
5. J. Houdmont
6. K. Nielsen
7. R. Randall
8. C. Biron

Citations in the corpus

• Co-production of social research: strategies for engaged scholarship (2010, unknown): “The result is a clash of cultures with practitioners apparently reluctant to engage with research (Weick, 2001; Van de Ven and Johnson, 2006) and researchers often failing to put their knowledge to practical use (Beyer and Trice, 1982; Lawler et al., 1985; Hodgkinson et al., 2001).”
• Evaluating organizational-level work stress interventions: Beyond traditional methods (2007, background): “Two things have to be involved in advancing this situation: first, consideration of the societal importance of the problem, here possibly its organizational relevance, and second, following Hodgkinson et al. (2001), its ethical and theoretical status.”
• Knowledge creation, diffusion, and use in innovation networks and knowledge clusters : a comparative systems approach across the United States, Europe, and Asia (2006, background): “Mode 2 has already impacted and influenced other fields, such as the management sciences (see Hatchuel, 2001; Hodgkinson et al., 2001; Huff and Huff, 2001; Pettigrew, 2001; Starkey and Madan, 2001; Weick, 2001) and the development of alternative knowledge concepts: Science One and Science Two, a kno”
• Introduction to Special Issue: Innovation and Productivity Performance in the UK (2004, unknown): “First, management research has tended to be dislocated from practice in terms of both agenda and recommendations (Aram and Saliparte 2000; Berry 1995; Hodgkinson et al. 2001; Pettigrew 1997; Pfeffer and Sutton 1999; Starkey and Madan 2001; Tranfield and Starkey 1998; Van Aken 2001; Van de Ven and Jo”
• That’s Relevant! Different Forms of Practical Relevance in Management Science (2010, background): “There is a broad consensus that scientific rigour and relevance should be combined (e.g. Hodgkinson et al. 2001).”