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The Price of Actionability

机译：可操作性的代价

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Pearce and Huang have written an article that chronicles the low and declining incidence of actionable research in two of the top managerial journals. In this paper, I quantify the cost of production of not-actionable articles, explain why I think that their production has flourished, discuss the difficulty of individual scholars speaking to both business and academic audiences, and provide a thought on how to stimulate production of actionable business research output. I estimate that the cost of producing not-actionable "A-journal" articles is on the order of US$600 million per year. It is not surprising to me that not-actionable article production has increased in that the "customers" for these articles are primarily other academics and not business people. 1 demonstrate that for this reason, it proves very difficult for a given scholar to simultaneously speak authoritatively to both fellow academics and business people. Finally, I suggest that to stimulate production of actionable business research output, the Academy needs to harness the power of case-based research methods to identify important actionable business issues and the meticulousness of scientific methodologies to generate rigorous actionable prescriptions for business people.
机译：皮尔斯（Pearce）和黄（Huang）撰写了一篇文章，其中记载了两种顶级管理期刊中可行的研究的低下和下降的趋势。在本文中，我将量化无法采取行动的文章的生产成本，解释为什么我认为其文章已经蓬勃发展，讨论个别学者与企业和学术界人士交谈的难度，并就如何刺激文章的产生提供了思路。可行的业务研究结果。我估计，每年生产不可行的“ A期刊”文章的成本约为6亿美元。令我不感到惊讶的是，由于这些文章的“客户”主要是其他学者而不是商人，因此增加了不可行文章的产生。 1证明了这个原因，事实证明，给定的学者很难同时与学者和商人进行权威性的演讲。最后，我建议，为了刺激可操作的商业研究成果的产生，该学院需要利用基于案例的研究方法的力量来识别重要的可操作的商业问题，以及科学方法的细致性为商务人士生成严格的可操作处方。

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