Informing Business Research And Education On A Rugged Landscape

The two volume Informing Science series is the first attempt to survey and synthesize research in the informing science transdiscipline. Part textbook, part collection of readings, the two volumes present both important research findings relating to the field and highlight fertile directions for future research. Volume Two: Design and Research Issues applies the building blocks of informing science described in Volume One: Concepts and Systems to design and research questions. It begins by looking at alternative approaches to informing system design. These include structured methodologies, agile approaches, effectuation, and emergent models. A series of chapters follows that present research findings related to a series of topics that have played an important role in the development of informing science as a research area. These include the relationship between rigor and research methods, threats to informing (such as misinformation and disinformation), the nature of informing impact, information cascades, the relationship of culture to informing, and the research-practice gap. The book concludes with a chapter that considers possible extensions to the current informing science research agenda and an afterword that presents the author’s reflections on the development of series and its long term future.

The two volume Informing Science series is the first attempt to survey and synthesize research in the informing science transdiscipline. Part textbook, part collection of readings, the two volumes present both important research findings relating to the field and highlight fertile directions for future research. Volume One: Concepts and Systems focuses on the key building blocks of informing science. It begins with an overview of the transdiscipline, tracing its evolution from Cohen’s original proposal to its present state. Next, it considers a series of concepts that frequently elude attempts at rigorous definition. Among these: theory, research, information, knowledge and complexity. With working definitions established, it goes on to explore basic systems theory, introducing the concept of an informing system. The key elements of such systems—the channel, the sender/informer, and the receiver/client—are then examined individually. The volume concludes with two overview chapters. The first of these looks at the analysis of a basic informing system, in which a single informer interacts directly with a clearly specified client or set of clients. The last chapter extends these ideas to the more complex topologies (e.g., multiple channels, multiple informers, multiple clients, layers of informing) that are more typical in real world informing contexts.

There are a number of marvelous books that address the topic of the case method. If you are interested in facilitating cases, you can look to the classic book Teaching and the Case Method by Louis Barnes, C. Roland Christensen and Abby Hansen (1994). The collection of essays on the subject, Education for Judgment: The Artistry of Discussion Leadership by C. Roland Christensen, David Garvin and Ann Sweet (1991) is a wonderful and inspiring read as well. If your interest is case-based research, it would be nearly impossible to find a more authoritative source than Robert Yin’s (2009, 4th Edition) Case Study Research: Design and Methods, which (at last count) has been cited nearly 29,000 times, according to Google Scholar. There is even a new entry to the field, William Ellet’s (2007) The Case Study Handbook: How to Read, Discuss, and Write Persuasively about Cases that is specifically aimed at the student. At first glance, then, the topic of case studies in education and research seems to be pretty well covered. Do we really need another book on the subject? I write this book believing the answer is yes. While I have great affection for the classics, there are a number of issues facing most business faculty—not to mention faculty members from disciplines outside of business—that these books simply do not address. In writing this book, my intention is to offer some thoughts on some of these. Paradoxically, these omissions arise from the very fact that the authors of the classics are undisputed masters of their craft. Why this is a problem should become clear as I identify the three areas of focus for this book. The first issue that I feel must be considered is using the case method with a novice audience. Consider the following. When I was enrolled in the MBA program at Harvard Business School (HBS) in the early 1980s, the curriculum consisted of nearly 900 case discussion (15 per week) and—perhaps—as many as 20 class periods given over to lecture-style presentations. When I teach a case-method graduate course at my own institution, on the other hand, I am constrained to 11 case discussions (a 12 week semester). As it happens, I am also the only course in the entire program that employs pedagogy reasonably faithful to the case method, as it is normally defined. The math is very simple. By the last day of my semester, my students have as much experience discussing cases as I did on Thursday afternoon of the first week of my two year MBA program at HBS. With the exception of faculty teaching at those rare institutions that have chosen to widely adopt the case method, the situation I face is commonplace. The second concern that existing books raise for me is their tendency to focus on isolated topics. Specifically, case facilitation, case writing and case research are treated as separable activities. I would argue that these three aspects of the case method—which I define quite broadly—are inseparable. For institutions that wish to achieve the full set of benefits provided by the case method, all three activities must be pursued in parallel. Perhaps this is why so few institutions have achieved success through the case method. In this book, I will argue that achieving such integration is precisely why those rare institutions have been so successful. Once you start believing that the case method can be a key to institutional success, how you get there becomes a real challenge. At leading institutions featuring the case method, such as HBS, the philosophy is largely learned through a period of apprenticeship. For example, I did not encounter any of the references mentioned in the first paragraph—excepting Yin—at any time during my 5 year doctorate at HBS. Instead, I went out and wrote cases, facilitated discussions and did research under the guidance of faculty members who were masters of the craft. How can someone without the benefit of such an experience acquire such mastery? While I cannot offer any promises in this regard, I will at least provide some examples and easy-to-follow checklists that may be of service to individuals getting started.

Addressing the immensely important topic of research credibility, Raymond Hubbard’s groundbreaking Corrupt Research proposes that we must treat such information with a healthy dose of skepticism. This book argues that the dominant model of knowledge procurement subscribed to in these areas—the significant difference paradigm—is philosophically suspect, methodologically impaired, and statistically broken. Hubbard introduces a more accurate, alternative framework—the significant sameness paradigm—for developing scientific knowledge. The majority of the book comprises a head-to-head comparison of the “significant difference” versus “significant sameness” conceptions of science across philosophical, methodological, and statistical perspectives.

Avoiding the Carnage is a guidebook for business leaders, sales leadership, sales management, and salespeople on how to navigate a sales transformation to minimize salesperson turnover. This guidebook identifies the hidden costs and policies that kill growth and shares tactics, tools, theories, and research that provide a practical approach to avoiding the carnage of lost revenue and increased costs for the company, community, and salesperson.

Avoiding the Carnage is a guidebook for business leaders, sales leadership, sales management, and salespeople on how to navigate a sales transformation to minimize salesperson turnover. This guidebook identifies the hidden costs and policies that kill growth and shares tactics, tools, theories, and research that provide a practical approach to avoiding the carnage of lost revenue and increased costs for the company, community, and salesperson.