Introduction
Studies are very significant for the development of any organization. Articles published in journals are usually excellent on organizational development. Scholarly articles in journals usually are as a result of rigorous research carried out. Such articles bring to light emerging issues and offers solutions to such issues and therefore they are very relevant in the management of organizations. This paper will briefly discuss the relevance of journal articles in the management of organizations.
Information is Power
An old saying claims that information is power. This is very true of journal articles as they can be viewed as an empowerment to organizations. It is worth noting that journal article goes through rigorous process before being approved for publishing. Their authenticity is proved before being accepted. It is worth noting that the authors of journal article are authorities in the field that they write about and therefore they are usually well versed with the relevant and current knowledge on whatever topic they write about.
In most cases journal article will an emerging issue in a particular industry (Cofrin 2010, p. 1). According to the editor of Academy of Management Journals Ireland (2010), the following are the characteristics that qualify the publishing of an article in the journal: “theory, literature review, method, integration, contribution, and citations” (Ireland 2010, p. 1).
Theory
A reviewed journal article is one which positively answers the following questions, “Does the paper test, create, or extend management theory in a meaningful way? Does the study inform or improve our understanding of prior theory? Are major concepts clearly defined?” (Ireland 2010, p. 1) Management theories are meant for the management of organizations and therefore anything which will make the concept clear and relevant will imply enhance better management of organizations.
Literature Review
For an article to qualify for review it has to have used the correct literature in arriving at its arguments. This ensures that the arguments made and evidence cited can be relied on by the readers. Reliable information is of great significance especially if the concepts argued therein are to be put into practical application. By ensuring that such information is reliable the articles can then be used as managerial guides.
Methodology
A reviewed article is one that ensures the following questions are answered satisfactorily,
Do the sample, measures, methods, observations, procedures, and statistical analyses ensure internal and external validity? Are the statistical procedures used correctly and appropriately? Are the major assumptions of the statistical techniques reasonably well met (i.e., no major violations)? (Ireland, 2010, p. 1)
The review team ensures that the correct methodology is used as a precautionary measure in ensuring that the arguments made are sound and relevant. Proper methodology is significant for the purpose of reliability.
Integration and Contribution
A reviewed article is one that provides “a new and meaningful contribution to the management literature in terms of theory, empirical knowledge, and management practice” (Ireland, 2010, p. 1). it is also noted that a reviewed article “makes a new and meaningful contribution to the management literature in terms of theory, empirical knowledge, and management practice” (Ireland, 2010, p. 1).
Integration and contribution therefore beyond any doubt makes an article quite relevant for application in the real world of organizations. It is also worth noting that the articles in journals usually try to solve real problems which touch on real life problems (Richard and Arie, 2008, p. 1).
Conclusion
Reviewed articles take a lot of measures to prepare. They are specific and relevant to the world of organizations as they tackle real problems that arise from the management of these organizations. The researches carried out when these articles are being written are based on the issues touching on the organizations. Therefore it is very correct to claim that reviewed articles are very relevant for use in organizations.
References
Cofrin, D. (2010). Street Gangs in America. Cofrin Library. Web.
Ireland, D. (2010). Important-Attention AMJ reviewers. Academy Management Journal. Web.
Richard, D and Arie, L. (2008). Rigor and relevance in organization studies: idea migration and academic journal evolution. HighBeam Business. Web.
Appendix
The following articles were the award winning articles as per the vetting of the Academy of Journal Management Team.
List of Articles
2008
Michael L. Barnett and Andrew A. King. “Good Fences Make Good Neighbors: A Longitudinal Analysis of an Industry Self-Regulatory Institution.” 51(6): 1150-1170.
2007
Donde Ashmos Plowman, Lakami T. Baker, Tammy E. Beck, Mukta Kulkarni, Stephanie Thomas Solansky and Deandra Villarreal Travis. “Radical Change Accidentally: The Emergence and Amplification of Small Change.” 50(3): 515-543.
2006
Royston Greenwood & Roy Suddaby. “Institutional Entrepreneurship in Mature Fields: The Big Five Accounting Firms.” 49(1): 27-48.
2005
Ewan Ferlie, Louise Fitzgerald, Martin Wood & Chris Hawkins. “The Nonspread of Innovations: The Mediating Role of Professionals.” 48(1): 117-134.
&
Clark G. Gilbert. “Unbundling the Structure of Inertia: Resource versus Routine Rigidity.” 48(5): 741-763.
2004
Rajshree Agarwal, Raj Echambadi, April Franco and MB Sarkar, “Knowledge Transfer through Inheritance: Spin-out Generation, Development, and Survival.” 47(4): 501 – 522.
2003
Kimberly D. Elsbach and Roderick M. Kramer, “Assessing Creativity in Hollywood Pitch Meetings: Evidence for a Dual-Process Model of Creativity Judgments.” 46(3): 283-301.
2002
Peter Sherer and Kyungmook Lee, “Institutional Change in Large Law Firms: A Resource Dependency and Institutional Perspective,” 45(1): 102-119.
2001
Scott E. Seibert, Maria L. Kraimer, and Robert C. Liden, “A Social Capital Theory of Career Success,” 44(2): 219-237 .
2000
Shaker A. Zahra, R. Duane Ireland, and Michael A. Hitt, “International Expansion by New Venture Firms: International Diversity, Model of Market Entry, Technological Learning, and Performance,” 43(5): 925-950.
1999
Walter J. Ferrier, Ken G. Smith, and Curtis M. Grimm, “The Role of Competitive Action in Market Share Erosion and Industry Dethronement: A Study of Industry Leaders and Challengers,” 42(4): 372-388.
1998
Harry G Barkema and Freek Vermeulen, “International Expansion through Start-up or Acquisition: A Learning Perspective,” 41(1): 7-26
1997
Anne S. Tsui, Jone L. Pearce, Lyman W. Porter, and Angela M. Tripoli, “Alternative Approaches to the Employee-Organization Relationship: Does Investment in Employees Pay Off?” 40(5): 1089-1121
1996
Danny Miller and Jamal Shamsie, “The Resource-Based View Of The Firm In Two Environments : The Hollywood Film Studios From 1936 To 1965,” 39(3): 519-543.
1995
Mark Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, ” 38(3): 635-672.
1994
Eric Abrahamson and Choelsoon Park, “Concealment of Negative Organizational Outcomes: An Agency Theory Perspective,” 37(5): 1302-1334.
1993
D. Harold Doty, William H. Glick, and George P. Huber, “Fit Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories,” 36(6): 1196-1250.
1992
Luis R. Gomez-Mejia and David B. Balkin, “Determinants of Faculty Pay: An Agency Theory Perspective,” 35(5): 921-955.
1991
Jane E. Dutton and Janet M. Dukerich, “Keeping an Eye on the Mirror : Image and Identity in Organizational Adaptation, ” 34(3): 517-554.
1990
Lynn A. Isabella, “Evolving Interpretation as a Change Unfolds: How Managers Construe Key Organizational Events,” 33(1): 7-41.