Publishing in Top Journals: A Totally Different Perspective

1. Publishing in Top Journals:A Totally Different Perspective Prof. Kwaku Atuahene-Gima Professor of Innovation Management and Marketing Department of Management City University of Hong Kong

2. Contribution: What is it? • To contribute – “join with others in a common cause, give ideas, suggestions” • To contribute to knowledge and understanding - research idea • What is involved in a contribution? • What, where, who, why • Main source of incremental /radical contribution: why? – say something interesting • Conceptual rigor – treatment of relevant literature, logical reasoning, etc

3. Sources of Contribution • Substantive gap – lack of managerial understanding of “how” to… • Theoretical gap – insufficient explanation or prediction of some phenomena – the “why” • Empirical gap – lack of studies or inconsistent findings on some phenomena – the “where” and “when” • Contextual gap – generalizability • TRY TO MAKE SEVERAL CONTRIBUTIONS IN ONE PROJECT OR PAPER

4. Conceptual and Methodological Rigor • Conceptual Rigor means: • The extent to which the research program is grounded in the baseline discipline and used a conceptual framework consistent with existing theories in the field. • Methodological Rigor means: • The extent to which a research program uses appropriate analytical methods and objectively quantifiable data to empirically examine research questions. • Ensures confidence in the research results and findings

5. How To Spot that Great Idea - 1 • Look for conflicting empirical findings, can these be resolved by new theoretical arguments? • Example 1 – Strategy Comprehensiveness and product innovation performance – moderated by sources of uncertainty (AMJ August 2004) • Look for lack of empirical findings – new constructs and new explanations? • Example 1 – New Product Strategy and Performance in China (AMJ Dec. 2001) • Look for inconsistent theoretical explanations – Org & national contexts? • Example 1 - Performance decline and innovation – Threat rigidity theory, prospect theory, and Organizational learning theory (Data analysis – Target AMJ) (Moderating Model)

6. How To Spot that Great Idea - 2 • Look for serious limitations in current models – can they be extended in interesting ways by new theoretical constructs and arguments? • Example: Centrifugal and centripetal forces on NPD performance – Does problem solving matter? (AMJ 2003) (Mediating Model) • Example: When does trust matter in new product selling? (JM July 2002) (Direct and Moderating Models combined) • Challenge simplistic models (particularly direct effects -Black-box- models) • Example 1 – Organizational Learning (OL) – collection, sharing, and responding to market information enhance performance? – Assume two firms have OL of similar quality but their performance differ – why? • Knowledge structure – complexity, tacitness (ambiguity) and specificity (moderating model) • Exploration and Exploration to firm performance – neglect of mediating knowledge characteristics and competitive dynamics (sequential mediating model). • Challenge simplistic normative prescriptions • Example 1. Encourage functional and discourage dysfunctional conflicts. Yet they are positively related. How do managers disconnect these types of conflict? Do factors that disconnect them affect their impact on outcomes of interest? (Dual Moderating Model)

7. How To Spot that Great Idea - 3 • Borrow ideas from one research domain and try it out in another domain • Example: When does trust matter? (JM July 2002). Idea borrowed from article in JAP by Dirks (1999) and Shapiro in American Journal of Sociology 1987. • Investigate an interesting practical conundrum • Example 1 – Adoption of agency business activity, product innovation and performance of Chinese technology ventures (SMJ June 2002) • You can rarely spot a great contribution from data already collected. It is possible but extremely hard.

8. Problems With Context-Focused Research • “What about the United States? This question is especially relevant because all previous studies were done in the United States and the results are conflicting” • “China is Important … My concern here is that the interesting issues may be cross cultural – in particular a comparison to the U.S/market” • “Chinese tend to answer survey questions based on ideal situation rather than reality” • “Can you actually believe this data? The Chinese tend to say what they are told not what the real situation is? • Need for appropriate methods to ensure data quality

9. Dangers with Context-Focused Research • How does context matter? • Show that context does matter? • “Venue-driven research bears the burden of making the case that venue should matter for some important reason and then demonstrate that the expected differences is present for the reason posited. This is a high hurdle” David Stewart, Former JM Editor (JM, Oct. 2002, p. 4)

10. What to Do with Context-Focused Research Idea • Compare and contrast with another context – yields new theoretical insights (e.g., When Does Trust Matter? JM 2002) • Focus on uniqueness that throws new light on literature (e.g., New product strategy and performance in Chinese new ventures, AMJ 2001; Organizational decline and innovation in Chinese new ventures)

11. No one has done this? It may not be interesting, new or significant? • If it is an interesting idea, what does it add to the literature? • Don’t follow blindly what has been published in the past in top journals – they may contain serious flaws.