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Academic Journal
Management

“Are managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance”

In this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified - meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments of the two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument - showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research. Copyright © 2004 John Wiley & Sons, Ltd.
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1063-1074 pages 2004 Strategic Management Journal David Baldridge S. Floyd L. Mackoczy View on: Google Scholar

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Management

“BA 466 Hybrid Course Site”

After redesigning BA 466 as part of a Hybrid Peer Review Workshop, the workshop lead, Cub Kahn, asked to share my site with future students. Cub retains admission permission to the Canvas Studio site and invites students of the workshop to view and learn from this course.
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2020 Self via Canvas John Morris

Academic Journal
Management

“Behavioral cues as indicators of deception in structured employment interviews”

Two studies were conducted to examine the use of behavioral cues to identify deception within structured interviews. In Study 1, participants engaged in mock interviews in which they were instructed to lie on specific questions that varied by person. Trained coders evaluated the presence and extent of deception cues in each videotaped response. Nine cues predicted responses as expected, demonstrating that, with careful scrutiny, it is possible to detect deception. In Study 2, participants, either informed or uninformed regarding deception cues, viewed five interviews and evaluated responses as being honest or deceptive. Participants also rated overall interview performance. Participants were unable to accurately distinguish lies from truths. Nevertheless, performance ratings differed on the basis of rater perceptions of truthfulness.
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119-131 pages 2016 International Journal of Selection and Assessment Satoris Howes W. Weyhrauch C. Waples View on: Google Scholar