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Managerial Perceptions and the Essence of the Managerial World: What is an Interloper Business Executive to Make of the Academic‐Researcher Perceptions of Managers?
Author(s) -
Das T. K.
Publication year - 2003
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00261
Subject(s) - perception , competence (human resources) , relevance (law) , empirical research , executive summary , field (mathematics) , public relations , point (geometry) , bridging (networking) , marketing , sociology , business , management , psychology , political science , economics , computer science , epistemology , computer network , philosophy , geometry , mathematics , finance , neuroscience , pure mathematics , law
I argue that the Mezias and Starbuck (2003) research programme misses being managerially relevant by investigating the extent of perceptual inaccuracies among managers rather than the more valuable question of from where these inaccuracies arise and what their consequences are in practice. As a sometime business executive, it seems to me that the closer one gets to an actual managerial position, the less significant some of the explanations and recommendations in the academic research literature appear as regards managerial concerns. To ensure relevance in the managerial research enterprise, I suggest that academics should make concrete efforts to become reasonably conversant with the managerial world before undertaking any empirical research. I also make the point that the discussion of the Mode 2 approach to knowledge production in the management field needs to move away from the current focus on straightforwardly ‘bridging the relevance gap’ and toward finding ways to improve the competence of Mode 2 researchers by insisting on a minimum understanding of the managerial world before embarking on management research.