What makes research interesting? What can authors of scholarly work do to make it more interesting to other scholars and potential audiences?
Just what is it about some scholarly work that holds
the attention of those reading and studying it and
subsequently influences them to act, often by completing additional scholarly work?
These questions are not new to social science
scholarship (e.g., Black, 2000; Davis, 1971; Mitroff
& Kilman, 1977). However, they took on considerable importance to AMJs current editorial team as
the result of a survey of AMJ editorial board members conducted in the summer of 2004 and reported
in AMJ in February 2005 (Rynes, 2005). This survey
suggested that while board members viewed AMJ
as unparalleled from a standpoint of publishing
technically competent research that simultaneously contributes to theory, empirical knowledge, and practice, they also believed that it was
both possible and desirable to raise the proportion
of articles published in AMJ that are regarded as
10
TABLE 1
Most Important Change to Make in AMJ
Perceived by Board Membersa
Change
Accept more innovative, less formulaic
research
Loosen the theory requirement
Keep a balanced, broad base of appeal
and be open to all
Increase methodological rigor
Aim for higher impact; address more
socially important issues
Reduce or eliminate research notes
a
Percent
Mentioning
17%
10
8
6
5
5
n 83.
February
2006
1
More recently, Davis has extended his work to include the roles of phenomenology and rhetoric (1986)
and linguistic structures such as aphorisms (1999) in
producing interesting theories.
11
many featuresin addition to the logic of a scholarly argumentthat foster standing out.
Another important feature of Daviss argument is
that it inextricably links article and audience: interesting work denies some assumptions of a particular audience. A piece of scholarship will be
unlikely to be interesting to all audiences; indeed,
scholarly work will probably be interesting only to
those who share many, though not all, of its assumptions. In other words, scholars who wish to
influence an audience must read that audience in
much the same way that the audience reads a scholarly work (Davis, 1986).
The need to read the audience is a relevant point
because the membership of the Academy of Management is expanding. For one thing, the number of
members has grown considerably; there were 3,000
more Academy members in 2005 than there had
been three or four years earlier. In addition, the
proportion of members from outside the United
States is growing; the membership of the Academy
is now more than one-third international (i.e., not
United Statesbased). In addition, several efforts
have been made to increase practitioners interest
in the Academy. These shifts in membership have
implications for the Academys publications. At
the very least, the audience for such publications
has expanded, and so have the assumptions readers
of the AOM journals bring with them about what is
interesting and important research.
12
February
TABLE 2
Articles Nominated Two or More Times in the AMJ Board Survey on Interesting Research
Number of
Mentions
5
4
3
3
3
3
3
2
2
2
2
2
2
2
2
2
2
Article
J. E. Dutton & J. Dukerich. 1991. Keeping an Eye on the Mirror: Image and Identity in Organizational
Adaptation. Academy of Management Journal, 34: 517554.
S. R. Barley. 1986. Technology as an Occasion for Structuring: Evidence from Observations of CT Scanners and
the Social Order of Radiology Departments. Administrative Science Quarterly, 31: 78108.
S. Barley, G. Meyer, & D. Gash. 1988. Cultures of Culture: Academics, Practitioners, and the Pragmatics of
Normative Control. Administrative Science Quarterly, 33: 2460.
K. M. Eisenhardt. 1989. Making Fast Strategic Decisions in High-Velocity Environments. Academy of
Management Journal, 32: 543577.
M. Huselid. 1995. The Impact of Human Resource Management Practices on Turnover, Productivity, and
Corporate Financial Performance. Academy of Management Journal, 38: 635673.
R. I. Sutton & A. Rafaeli. 1988. Untangling the Relationship between Displayed Emotions and Organizational
Sales: The Case of Convenience Stores. Academy of Management Journal, 31: 461487.
B. Uzzi. 1997. Social Structure and Competition in Inter-Firm Networks: The Paradox of Embeddedness.
Administrative Science Quarterly, 42: 3567.
K. D. Elsbach. 1994. Managing Organizational Legitimacy in the California Cattle Industry: The Construction
and Effectiveness of Verbal Accounts. Administrative Science Quarterly, 39: 5788.
K. D. Elsbach & R. M. Kramer. 2003 Assessing Creativity in Hollywood Pitch Meetings: Evidence for a DualProcess Model of Creativity Judgments. Academy of Management Journal, 46: 283301.
W. J. Ferrier & C. M. Grimm. 1999. The Role of Competitive Action in Market Share Erosion and Industry
Dethronement: A Study of Industry Leaders and Challengers. Academy of Management Journal, 42: 372388.
H. Ibarra. 1998. Provisional Selves: Experimenting with Image and Identity in Professional Adaptation.
Administrative Science Quarterly, 43: 764789.
A. Kluger & A. DeNisi. 1996. Effects of Feedback Intervention on Performance: A Historical Review, A MetaAnalysis, and a Preliminary Feedback Intervention Theory. Psychological Bulletin, 119: 254284
A. Meyer. 1982. Adapting to Environmental Jolts. Administrative Science Quarterly, 27: 515536.
M. G. Pratt. 2000. The Good, the Bad, and the Ambivalent: Managing Identification among Amway
Distributors. Administrative Science Quarterly, 45: 456493.
P. Sherer & K. Lee. 2002. Institutional Change in Large Law Firms: A Resource Dependency and Institutional
Perspective. Academy of Management Journal, 45: 102119.
B. Staw, N. Bell, & J. A. Clausen. 1986. The Dispositional Approach to Job Attitudes: A Lifetime Longitudinal
Test. Administrative Science Quarterly, 31: 5678.
K. E. Weick. 1993. The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative
Science Quarterly, 38: 628652.
2006
13
TABLE 3
AMJ Board Members Reasons for Rating an Article as Most Interesting
Percent Giving
Reason
Reason
57%
Counterintuitive
57
Quality
48
Good writing
46
New theory/finding
31
Practical
implications
28
Impact
Illustrative Quotations
A Media Perspective
For more than a decade, the Academy has employed a public relations firm, Hurley and
Haimowitz, to publicize the work of its members.
Ben Haimowitz, who works with the Academy,
seeks to convince news outlets that their readers
would be interested in reading the work published
in the Academys journals. We interviewed him to
TABLE 4
RAE Board Members Reasons for Rating an Article as Interestinga
Percent Giving
Reason
Reason
39%
Impact
32
Quality
14
February
2006
This article was well-written, investigated an intriguing question, and offered valuable insights
on a question that many had asked but few had
attempted to answer.
Similarly, respondents said of the Dutton and
Dukerich paper:
It really made the abstract idea of identity
come to life.
The moral dilemmas posed between the desire to
be perceived professionally and the desire to
be humaneand how these internal conflicts
came to change the organizations policies
were very palpable.
One of the finest pieces of grounded research Ive
ever read. A wonderful blend of story-telling and
theory development. Just fascinating.
Although our commentary has focused on the
characteristics of interesting research, the commentaries by Barley, Dutton, and Dukerich (which follow) shed some insight on the processes involved
in creating interesting research. We thank Steve,
Jane, and Janet for sharing their insights and hope
they may prove useful to readers/scholars who
would like to produce more interesting research in
the future.
REFERENCES
Ainley, M., Hidi, S., & Berndorff, D. 2002. Interest, learning, and the psychological processes that mediate
their relationship. Journal of Educational Psychology, 94: 545561.
Anand, N., & Watson, M. R. 2004. Tournament rituals in
the evolution of fields: The case of the Grammy
Awards. Academy of Management Journal, 47: 59
80.
Barley, S. R. 1990. The alignment of technology and
structure through roles and networks. Administrative Science Quarterly, 35: 61103.
15