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Citigroup's John Reed and Stanford's James March on management research and practice

Huff, Anne Sigismund (2000) Citigroup's John Reed and Stanford's James March on management research and practice. Academy of Management Executive, 14 (1). pp. 52-64. ISSN 1079-5545

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Abstract

Academy President's Executive Overview: One of my most pleasurable, though daunting, jobs as president of the Academy of Management in 1998-99 was to select the Distinguished Scholar and Executive of the Year. I was lucky enough to find two people who have been in conversation for some time about an issue that deeply concerns me. In my presidential speech, which will appear later this year in the Academy of Management Review, I outline changes in the way knowledge is being created - both in academic disciplines and in companies. I think these changes are changing the nature of business schools, and potentially jeopardizing their future. James G. March and John S. Reed have had similar concerns for some time. The following article summarizes some of their conclusions.

Item Type: Article
Additional Information: The definitive version of this article is available in the Academy of Management Executive (1993-2005), Vol. 14, No. 1, Themes: Forming Impressions and Giving Feedback (Feb., 2000), pp. 52-64. Published by: Academy of Management. Stable URL: http://www.jstor.org/stable/4165608 .
Keywords: Citigroup; John Reed; Stanford; James March; management research; management practice; knowledge creation;
Subjects: Social Sciences > School of Business
Item ID: 3799
Depositing User: Anne Huff
Date Deposited: 07 Aug 2012 14:14
Journal or Publication Title: Academy of Management Executive
Publisher: Academy of Management
Refereed: Yes
URI:

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