Rick Vogel

The Visible Colleges of Management and Organization Studies: A Bibliometric Analysis of Academic Journals:

Informal groups play a pivotal role in the socio-cognitive structuring and development of all scientific fields. While most social studies on such groups present a static view, taking a snapshot of them at a certain moment in time, this study sheds a dynamic perspective on invisible colleges and examines empirically how they evolve in the course of time. Drawing on the neo-Kuhnian sociology of science, it defines invisible colleges as communication networks and considers how their emergence and evolution is affected by the organizational features of fragmented adhocracies. The empirical aspect focuses on formal scholarly communication through publication in a sample of seven leading journals in the field of management and organization studies over three decades. The methodology is rooted in bibliometrics and combines co-citation analysis with network visualization. The resulting networks, which reflect the community structure of the field, map 40 different colleges. Seven patterns of how this nested structure evolves are derived: college appearance, transformation, drift, differentiation, fusion, implosion and revival. The paper closes with suggestions for further research on those patterns.

Public Leadership: A review of the literature and framework for future research

Abstract This study analyses and reviews the literature on public leadership with a novel combination of bibliometric methods. We detect four generic approaches to public leadership (i.e. a functionalist, a behavioural, a biographical and a reformist approach) which differ with regard to their philosophy of science (i.e. objective vs subjective) and level of analysis (i.e. micro-level vs multi-level). From our findings, we derive four directions for future research which involve shifting the focus from the aspect of ‘leadership’ to the element of ‘public’, from simplicity to complexity, from universalism to cultural relativism and from public leadership to public followership.

What Happened to the Public Organization? A Bibliometric Analysis of Public Administration and Organization Studies

Despite their common roots in the early theories of organization, public administration and organization studies have evolved separately. This article explores the conditions that favor and initiate the cross-boundary exchange of knowledge between these two fields. The study applies bibliometric methodology and advances standard methods of science-mapping by combining different levels of analysis in a two-mode network, drawing on citation data from 16 European and North American top journals in organization studies and public administration, spanning the period 2000 to 2010. None of the 18 clusters of current research extracted from these data can be traced in both organization studies and public administration, however closer analysis reveals two strong links between these fields and indicates that the boundaries between them are semipermeable, allowing the unidirectional, rather than bidirectional, transfer of knowledge from organization studies to public administration. This study argues for greater rapprochement between these two fields and suggests ways in which this could be achieved.

Management Research on Reciprocity: A Review of the Literature

Although reciprocity is fundamental to all social orders, management research offers few reviews of the concept’s theoretical origins and current applications. To help bridge this gap, we elucidate the dominant understandings of reciprocity, ask which areas of research emerge from them, and explore how they interconnect. Our bibliometric methodology detects four clusters of management research on reciprocity. Across these clusters, authors subscribe mainly to substantialist ontology, marginalize morally oriented motives consistent with relational ontology, and largely assume that benefit-oriented motives underlie reciprocity. We outline the advantages of a moral-oriented relationalist concept of reciprocity and discuss potential areas for its development in management research.

Editorial governance and journal impact: a study of management and business journals

In striving for academic relevance and recognition, editors exert a significant influence on a journal’s mission and content. We examine how characteristics of editors, in particular the diversity of editorial teams, are related to journal impact. Our sample comprises 2244 editors who were affiliated with 645 volumes of 138 business and management journals. Using multi-level modeling, we relate editorial team characteristics to journal impact as reflected in three widely used measures: Five-year Impact Factor, SCImago Journal Rank, and Google Scholar h5 index. Results show that multiple editorships and editors’ affiliation to institutions of high reputation are positively related to journal impact, while the length of editors’ terms is negatively associated with impact scores. Surprisingly, we find that diversity of editorial teams in terms of gender and nationality is largely unrelated to journal impact. Our study extends the scarce knowledge on editorial teams and their relevance to journal impact by integrating different strands of literature and studying several demographic factors simultaneously. Results indicate that the editorial team’s scientific achievement is more decisive than team diversity in terms of journal impact. The study has useful implications for the composition of editorial teams.

When Professional and Organizational Logics Collide: Balancing Invisible and Visible Colleges in Institutional Complexity

Across times and disciplines, the co-evolution of formal organizations, or visible colleges, and informal groups, or invisible colleges, is a key feature and facilitator of development in scholarly fields. As systems of rationale, professional logics of invisible colleges and organizational logics of visible colleges are mutually complementary yet sometimes conflicting. New public management reforms collide with the established logics of both visible and invisible colleges. In particular, the increasing emphasis on output control in education policy and university governance is only to a limited extent complementary to traditional forms of process control in visible colleges and peer controls in invisible colleges. This article discusses the consequences of this institutional complexity for the balance of visible and invisible colleges and identifies potential imbalances. First, innovation dilemmas arise from the exploitation of pre-existing knowledge at the expense of exploration into new fields. Second, a struggle for organizational actorhood affects scholars’ ability for voluntary collective action. Third, identity conflicts refine scholars’ identification with visible and invisible colleges. We discuss ambidexterity, hybridization, and identity work as strategies for balancing conflicting institutional demands. We conclude by stressing the need for further integration of higher education research and science studies in order to enhance our understanding of the interdependencies between invisible and visible colleges.

Human resource management (HRM) and public service motivation (PSM): Where are we, and where do we go from here?

Purpose – The purpose of this paper is to provide an introduction to the special issue on public service motivation (PSM) and human resource management (HRM). The authors analyse and review how the literatures on HRM and PSM relate to each other. Design/methodology/approach – The paper combines two complementary studies: a bibliometric analysis of the interrelationships between the two literatures and a meta-analysis of the impact of HR practices on PSM. Findings – Although HRM is among the core subject categories to which the literature on PSM refers, the pre-eminence of HR topics self-reported by PSM researchers indicates large room for further transfer. Intrinsic HR practices show positive and significant effects on PSM, while no such association was found for extrinsic HR practices. Originality/value – The editorial is a complement to a recent bibliometric review of PSM research, focusing more particularly on the interrelationships with HRM and applying hitherto unused techniques. It is also the first...

Abusive supervision, public service motivation, and employee deviance: the moderating role of employment sector

Purpose The purpose of this paper is to examine abusive supervision and public service motivation (PSM) as antecedents of deviant workplace behaviours. Design/methodology/approach The study was conducted in a cross-sectional research design with survey data from 150 employees in the public, private, and non-profit sector in Germany and the USA. Findings Abusive supervision is positively associated with employee deviance, whereas PSM is negatively related to deviant behaviours. The employment sector moderates the negative relationship between PSM and employee deviance such that this relationship is stronger in the public and non-profit sector. Research limitations/implications Limitations arise from the convenience sampling approach and the cross-sectional nature of the data set. Practical implications Human resource managers should consider behavioural integrity in the attraction, selection, and training of both supervisors and subordinates. Private organisations can address the needs of strongly public service motivated employees by integrating associated goals and values into organisational missions and policies. Originality/value This is the first study to introduce PSM into research on employee deviance. It shows that a pro-social motivation can drive anti-social behaviours when employees with high levels of PSM are members of profit-seeking organisations.

Leadership, Use of Performance Information, and Job Satisfaction: Evidence From Police Services

ABSTRACT While scholars pay increasingly attention to the usage of performance information and its antecedents, its consequences have been hardly studied. This article examines how the way in which leaders use performance information affects the job satisfaction of followers. We derive our hypotheses from goal-setting theory and self-determination theory and test them by means of a large-scale survey (1,165 respondents) in the police force of a German state (“Landespolizei”). The findings suggest that differences in the type of usage (i.e., controlling and supportive) have opposite effects and affect the job satisfaction of followers more than differences in the extent of usage. This study elucidates the crucial role of leadership in performance management and sheds light on leaders as brokers of performance information.

Paradigm shifts as ideological changes: A Kuhnian view of endogenous institutional disruption

In this article, my goal is to approach Thomas S. Kuhns account of scientific development from the perspective of institutional theory. Reading it this way, his main work can be seen as a treatise on endogenous change of an institutional order, occurring under circumstances that do not allow the expectation of such discontinuities when deploying common institutional arguments. To elucidate the underlying mechanisms, I draw on ideology as the set of beliefs incorporated in the system of orientation Kuhn calls paradigm. From his dense description of paradigm shifts, I deduce five propositions on the role of ideology in radical institutional change. Subsequently, I reconcile these propositions with assumptions of institutional theory and identify, in addition to some convergences, points of divergence, which give impetus to extend conceptions of institutional change.