Why Management Research Findings Are Unimplementable: An Action Science Perspective

By Michael Beer. 2001

103 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/bf15e2a565d5d013a3b8227b41fb34edf3ac2faf

How researchers see this paper

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

In Management Science and Operations Research

1. L. Yorks
2. Gary P. Latham

In Sociology and Political Science

1. L. Yorks
2. Gary P. Latham
3. Adam M. Grant
4. Edwin A. Locke

Citations in the corpus

• Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research (2007, unknown): “Further, similar approaches have been used by companies (e.g., GE’s workout, the U.S. Army’s after-action reviews, and IBM’s ACT), and consulting firms (e.g., Argyris & Schon, 1996; Beer, 2001; Garvin, 2000; Tichy & Sherman, 1993; Ulrich, Kerr, & Asheknas, 2002).”
• Adult Learning and the Generation of New Knowledge and Meaning: Creating Liberating Spaces for Fostering Adult Learning through Practitioner-Based Collaborative Action Inquiry (2005, background): “Additionally, there are increasing calls for knowledge that is actionable, especially for knowledge related to organizational and social problems (Beer, 2001).”
• A Speculative Perspective on the Transfer of Behavioral Science Findings to the Workplace: “The Times They are A-Changin'” (2007, background): “The necessity for following Argyris’ advice has been underscored by Beer (2001).”