Hostname: page-component-cd9895bd7-gxg78 Total loading time: 0 Render date: 2024-12-25T12:20:35.874Z Has data issue: false hasContentIssue false
  • English
  • Français

Commentary on ‘Opportunities and Challenges of Engaged Indigenous Scholarship’ (Van de Ven, Meyer, & Jing, 2018)

Published online by Cambridge University Press:  10 September 2018

Anne S. Tsui
Anne S. Tsui*
Affiliation:
University of Notre Dame, USA Peking University, China Fudan University, China
Get access Rights & Permissions [Opens in a new window]

Extract

The mission of Management and Organization Review, founded in 2005, is to publish research about Chinese management and organizations, foreign organizations operating in China, or Chinese firms operating globally. The aspiration is to develop knowledge that is unique to China as well as universal knowledge that may transcend China. Articulated in the first editorial published in the inaugural issue of MOR (2005) and further elaborated in a second editorial (Tsui, 2006), the question of contextualization is framed, discussing the role of context in the choices of the research question, theory, measurement, and research design. The idea of ‘engaged indigenous research’ by Van de Ven, Meyer, and Jing (2018) describes the highest level of contextualization, with the local context serving as the primary factor guiding all the decisions of a research project. Tsui (2007: 1353) refers to it as ‘deep contextualization’.

Type
Article Commentary
Information
Management and Organization Review , Volume 14 , Issue 3 , September 2018 , pp. 463 - 466
Copyright
Copyright © The International Association for Chinese Management Research 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERNCES

Barney, J. B., & Zhang, S. 2009. The future of Chinese management research: A theory of Chinese management versus a Chinese theory of management. Management and Organization Review, 5 (1): 15–28.Google Scholar
Bian, Y. 2017. The comparative significance of guanxi. Management and Organization Review, 13 (2): 261–267.Google Scholar
Burt, R. S., & Burzynska, K. 2017. Chinese entrepreneurs, social networks, and guanxi. Management and Organization Review, 13 (2): 221–260.Google Scholar
Chen, C. C., Chen, X. P., & Huang, S. 2013. Chinese guanxi: An integrative review and new directions for future research. Management and Organization Review, 9 (1): 167–207.Google Scholar
Community for Responsible Research in Business and Management (CRRBM). 2017. A vision of responsible research in business and management: Striving for useful and credible knowledge. Available from URL: www.rrbm.networkGoogle Scholar
Fang, T. 2012. Yin Yang: A new perspective on culture. Management and Organization Review, 8 (1): 25–50.Google Scholar
Jia, L., You, S., & Du, Y. 2012. Chinese context and theoretical contributions to management and organization research: A three-decade review. Management and Organization Review, 8 (1): 173–209.Google Scholar
Jia, N. 2016. Political strategy and market capabilities: evidence from the Chinese private sector. Management and Organization Review, 12 (1): 75–102.Google Scholar
Jing, R., & Van de Ven, A. H. 2014. A yin-yang model of organizational change: The case of Chengdu Bus Group. Management and Organization Review, 10 (1): 29–54.Google Scholar
Lewin, A. Y., Chiu, C. Y., Fey, C. F., Levine, S. S., McDermott, G., Murmann, J. P., & Tsang, E. 2016. The critique of empirical social science: New policies at management and organization review. Management and Organization Review, 12 (4): 649–658.Google Scholar
Lin, N. 2011. Capitalism in China: A centrally managed capitalism (CMC) and its future. Management and Organization Review, 7 (1): 63–96.Google Scholar
Liu, Y., Zhang, C., & Jing, R. 2016. Coping with multiple institutional logics: Temporal process of institutional work during the emergence of the One Foundation in China. Management and Organization Review, 12 (4): 387–416.Google Scholar
Nee, V., & Cao, Y. 2005. Market transition and the firm: Institutional change and income inequality in urban China. Management and Organization Review, 1 (1): 23–56.Google Scholar
Nisbett, R. E., & Wilson, T. D. 1977. Telling more than we can know: Verbal reports on mental processes. Psychological Review, 84 (3): 231.Google Scholar
Polanyi, M. 2009. The tacit dimension. Chicago: University of Chicago Press.Google Scholar
Risjord, M. 2014. Philosophy of social science: A contemporary introduction. New York: Routledge.Google Scholar
Tsui, A. S. 2006. Contextualization in Chinese management research. Management and Organization Review, 2 (1): 1–13.Google Scholar
Tsui, A. S. 2007. From homogenization to pluralism: International management research in the academy and beyond. Academy of management Journal, 50 (6): 1353–1364.Google Scholar
Tsui, A. S., Zhang, Y., & Chen, X. P. 2017. Leadership of Chinese private enterprises: Insights and interviews. London: Springer.Google Scholar
Van de Ven, A. H., Meyer, A., & Jing, R. 2018. Opportunities and challenges of engaged indigenous scholarship. Management and Organization Review, doi: 10-1017/mor.2018.28Google Scholar