6590 
12354Management scholars in the West engage in a variety of work that tends to divide between scholarly research and practical endeavors. The schism has not historically existed in China and the East, where scholarship and practice are by tradition regarded as an integrated whole. This paper seeks to narrow the gulf by exploring the conception of management scholarship in the global context, a concern that goes to the heart of what an academic career in management means today, and how scholars may contribute to research and the profession in general. The paper conveys lessons and insights from my three decades of scholarly work developing competitive dynamics and ambicultural management as distinctive research domains, as well as academic and business ventures I have founded to support my research. All these entrepreneurial undertakings are grounded in an expansive, integrated " Chinese” view of management scholarship. Academics seeking to explore synergies between scholarship and practice and to achieve a balanced career anchored in research may find that my entrepreneurial efforts to integrate scholarly and practical ventures offer a useful guide.
/ Journals / Foreign Economics & Management
Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
Scholarship-Practice “Oneness” of an Academic Career: The Entrepreneurial Pursuit of an Expansive View of Management Scholarship
Foreign Economics & Management Vol. 41, Issue 03, pp. 3 - 24 (2019) DOI:10.16538/j.cnki.fem.2019.03.001
Summary
References
Summary
[1]Aguinis, H., Ramani, R. S., Alabduljader, N., Bailey, J. R., & Lee, J. in press. A pluralist conceptualization of scholarly impact in management education: Students as stakeholders. Academy of Management Learning and Education. https://doi.org/10.5465/amle.2017.0488.
[2]Arndt, F. F., & Ashkanasy, N. 2015. Integrating ambiculturalism and fusion theory: A world with open doors. Academy of Management Review, 40(1): 144–147.
[3]Bansal, P., Bertels, S., Ewart, T., MacConnachie, P., & O’Brien, J. 2012. Bridging the research–practice gap. Academy of Management Perspectives, 26(1): 73–92.
[4]Bansal, P., Smith, W., & Vaara, E. 2018. From the editors: New ways of seeing through qualitative research. Academy of Management Journal, 61(4): 1189–1195.
[5]Baron, R., Hmieleski, K., & Henry, R. 2012. Entrepreneurs’ dispositional positive affect: The potential benefits – and potential costs – of being “up”. Journal of Business Venturing, 27(3): 310–324.
[6]Bartunek, J. M., & Rynes, S. L. 2014. Academics and practitioners are alike and unlike: the paradoxes of academic practitioner relationships. Journal of Management, 40(5): 1181–1201.
[7]Baum, J. A., & Korn, H. J. 1996. Competitive dynamics of interfirm rivalry. Academy of Management Journal, 39(2): 255–255.
[8]Bower, J. L., & Christensen, C. M. 1995. Disruptive technologies: Catching the wave. Harvard Business Review, 73(1): 43–53.
[9]Chen, M.-J. 1988. Competitive strategic interaction: A study of competitive actions and responses. Unpublished doctoral dissertation, University of Maryland, USA.
[10]Chen, M.-J. 1996. Competitor analysis and interfirm rivalry: Toward a theoretical integration. Academy of Management Review, 21(1): 100–134.
[11]Chen, M.-J. 2001. Inside Chinese Business: A Guide for Managers Worldwide. Boston: Harvard Business School Press.
[12]Chen, M.-J. 2008. Reconceptualizing the competition-cooperation relationship: A transparadox perspective. Journal of Management Inquiry, 17(4): 288–304.
[13]Chen, M.-J. 2009. Competitive dynamics research: An insider’s odyssey. Asia Pacific Journal of Management, 26(1): 5–26.
[14]Chen, M.-J. 2010. Reflecting on the process: building competitive dynamics research. Asia Pacific Journal of Management, 27(1): 9–24.
[15]Chen, M.-J. 2014. Becoming ambicultural: A personal quest, and aspiration for organizations. Academy of Management Review, 39(2): 119–137.
[16]Chen, M.-J. 2016. Competitive dynamics: Eastern roots, western growth. Cross Cultural and Strategic Management, 23(4): 510–530.
[17]Chen, M.-J. 2018. The research-teaching “oneness” of competitive dynamics: Toward an ambicultural integration. Asia Pacific Journal of Management, 35(2): 1–27.
[18]Chen, M.-J., & MacMillan, I. C. 1992. Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35(3): 359–370.
[19]Chen, M.-J., & Miller, D. 1994. Competitive attack, retaliation and performance: An expectancy-valence framework. Strategic Management Journal, 15(2): 85–102.
[20]Chen, M.-J., & Miller, D. 2010. West meets East: towards an ambicultural approach to management. Academy of Management Perspectives, 24(4): 17–24.
[21]Chen, M. J., & Miller, D. 2011. The relational perspective as a business mindset: managerial implications for East and West. Academy of Management Perspectives, 25(3): 6–18.
[22]Chen, M.-J., & Miller, D. 2012. Competitive dynamics: Themes, trends, and a prospective research platform. Academy of Management Annals, 6(1): 135–210.
[23]Chen, M.-J., & Miller, D. 2015. Reconceptualizing competitive dynamics: A multidimensional framework. Strategic Management Journal, 36(5): 758–775.
[24]Chen, M.-J., Smith, K. G., & Grimm, C. 1992. Action characteristics as predictors of competitive response. Management Science, 38(3): 439–455.
[25]Child, J. 1972. Organizational structure, environment and performance: The role of strategic choice. Sociology, 6(1): 1–22.
[26]Davis, G. F., & Thompson, T. A. 1994. A social movement perspective on corporate control. Administrative Science Quarterly, 39(1): 141–173.
[27]D'Aveni, R. A. 1994. Hypercompetition: Managing the dynamics of strategic maneuvering. New York: Free Press.
[28]Dees, J. G. 2001. The meaning of social entrepreneurship. Stanford, CA: Stanford Graduate Business School.
[29]DiMaggio, P. J. 1988. Interest and agency in institutional theory. In L. Zucker (Eds.). Institutional patterns and organizations: 3–22. Cambridge, MA: Ballinger Publishing.
[30]Economist, How global university rankings are changing higher education. https://www.economist.com/international/2018/05/19/how-global-university-rankings-are-changing-higher-education, Accessed May 19, 2018.
[31]Ferrier, W. J., Smith, K. G., & Grimm, C. M. 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(4): 372–388.
[32]Gimeno, J., & Woo, C. 1996. Hypercompetition in a multimarket environment: The role of strategic similarity and multimarket contact in competitive de-escalation. Organization Science, 7(3): 322–340.
[33]Gordon, R. A., & Howell, J. E. 1959. Higher education for business. New York: Columbia University Press.
[34]Hambrick, D. C., & Chen, M.-J. 2008. New academic fields as admittance-seeking social movements: The case of strategic management. Academy of Management Review, 33(1): 32–54.
[35]Hambrick, D. C., Cho, T. S., & Chen, M.-J. 1996. The influence of top management team heterogeneity on firms’ competitive moves. Administrative Science Quarterly, 41(4): 659–684.
[36]Hofer, C. W., & Schendel, D. E. 1978. Strategy formulation: Analytical concepts. St. Paul: West Educational Publishing.
[37]Lee, T. W. 2009. The management professor. Academy of Management Review, 34(2): 196–199.
[38]Leung, K. 2012. Indigenous Chinese management research: Like it or not, we need it. Management and Organization Review, 8(1): 1–5.
[39]Lewin, K. 1946. Action research and minority problems. Journal of Social Issues, 2(4): 34–46.
[40]Li, P., Leung, K., Chen, C., & Luo, J. 2012. Indigenous research on Chinese management: What and How. Management and Organization Review, 8(1): 7-24.
[41]MacMillan, I. C., McCaffery, M. L., & Van Wijk, G. 1985. Competitor's responses to easily imitated new products: Exploring commercial banking product introductions. Strategic Management Journal, 6(1): 75–86.
[42]McGrath, R. G., Chen, M.-J., & MacMillan, I. C. 1998. Multimarket maneuvering in uncertain spheres of influence: Resource diversion strategies. Academy of Management Review, 23(4): 724–740.
[43]Michaelson, C. 2015. How reading novels can help management scholars cultivate ambiculturalism. Academy of Management Review, 40: 147–149.
[44]Miller, D. 2014. A downside to the entrepreneurial personality? Entrepreneurship: Theory and Practice, 39(1): 1–8.
[45]Miller, D., & Chen, M.-J. 1994. Sources and consequences of competitive inertia: A study of the U.S. airline industry. Administrative Science Quarterly, 39(1): 1–23.
[46]Miller, D., & Chen, M.-J. 1996. Nonconformity in competitive repertoires: A sociological view of Markets. Social Forces, 74(4): 1209–1234.
[47]Miller, D., & Miller, I. 2018. Publishing and its discontents: A path-goal expectancy view of alienation among management scholars. Working paper.
[48]Miller, D., & Sardais, C. 2015. Bifurcating time: How entrepreneurs reconcile the paradoxical demands of the job. Entrepreneurship: Theory and Practice, 39(3): 489–512.
[49]Mintzberg, H. 2004. Managers not MBAs: A hard look at the soft practice of managing and management development. San Francisco: Berrett-Koehler.
[50]Molinsky, A. 2007. Cross-cultural code switching: The psychological challenges of adapting behavior in foreign cultural interactions. Academy of Management Review, 32(2): 622–640.
[51]Pfeffer, J., & Fong, C. T. 2002. The end of business schools? Less success than meets the eye. Academy of Management Learning and Education, 1(1): 78–95.
[52]Porter, M. E. 1980. Competitive strategy techniques for analyzing industries and competitors. New York: Free Press.
[53]Schuster, J. H., & Finkelstein, M. J. 2006. American faculty: The restructuring of academic work and careers. Baltimore, MD: Johns Hopkins University Press.
[54]Shane, S., & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217–226.
[55]Siegel, D., & Wright, M. 2015. Academic entrepreneurship: Time for a rethink? British Journal of Management, 26(4): 582–595.
[56]Silva, M. D. 2015. Academic entrepreneurship and traditional academic duties: Synergy or rivalry? Studies in Higher Education, 41(12): 2169–2183.
[57]Smith, K. G., Ferrier, W. J., & Ndofor, H. 2001. Competitive dynamics research: Critique and future directions. In M. Hitt, R. E. Freeman, & J. Harrison (Eds.). Handbook of strategic management: 315–361. London: Blackwell Publishers.
[58]Smith, K. G., Grimm, C. M., & Gannon, M. J. 1992. Dynamics of competitive strategy. Newsbury Park: CA: Sage Publications.
[59]Smith, S., Warda, V., & House, A. 2011. 'Impact' in the proposals for the UK's research excellence framework: Shifting the boundaries of academic autonomy. Research Policy, 40(10): 1369–1379.
[60]Toole, A. A., & Czarnitzki, D. 2009. Exploring the relationship between scientist human capital and firm performance: The case of biomedical academic entrepreneurs in the SBIR program. Management Science, 55(1): 101–114.
[61]Tsai, W., Su, K., & Chen, M.-J. 2011. Seeing through the eyes of a rival: Competitor acumen based on rival-centric perceptions. Academy of Management Journal, 54(4): 761–778.
[62]Tsui, A. S. 2013. The spirit of science and socially responsible scholarship. Management and Organization Review, 9(3): 375–394.
[63]Van de Ven, A. H. 2007. Engaged scholarship: A guide for organizational and social research. Oxford: Oxford University Press.
[64]Vermeulen, F. 2005. On rigor and relevance: Fostering dialectic progress in management research. Academy of Management Journal, 48(6): 978–982.
[65]Wiarda, H. J. 2013. Culture and Foreign Policy: The Neglected Factor in International Relations. Ashgate Publishing, Ltd.
Cite this article
Chen Ming-Jer. Scholarship-Practice “Oneness” of an Academic Career: The Entrepreneurial Pursuit of an Expansive View of Management Scholarship[J]. Foreign Economics & Management, 2019, 41(3): 3-24.
Export Citations as:
For
