Editorial: The Diversity of Management Research within Academia

By Brady, Mairead; Kearney, Colm | Irish Journal of Management, January 1, 2005 | Go to article overview
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Editorial: The Diversity of Management Research within Academia


Brady, Mairead, Kearney, Colm, Irish Journal of Management


The Irish Academy of Management (IAM) conference 2004 was held at the School of Business, Trinity College Dublin and was a great success, showcasing the best of management research in Ireland. The conference attracted a record number of attendees with 341 delegates from 110 universities, colleges and businesses, representing 28 countries. With 225 academic papers across 13 management disciplines, this was the largest IAM Conference. The 223 academics, 70 full time PhDs, 25 full-time Masters and 39 part-time Masters and PhDs ensured a programme that was stimulating, inclusive and thought-provoking.

The conference would not have been possible without the support of Dr Gerard McHugh, Head of the School of Business. The Conference Committee also benefited greatly from having an outstanding group of Track Chairs, predominantly from the School of Business (see table below) who worked tirelessly.

This special issue of the Irish Journal of Management reflects a selection of the best papers from each track as nominated by the track chair. Thus the journal reflects the diversity of management research in academia in Ireland and further afield. A management journal should link to the main issues of contemporary business and provide guidance and support to the challenges that businesses are encountering in their daily operations. This special issue journal does just that.

Professor John Murray's keynote address on management research and practice set the tone for the conference, resulting in a lively two days of discussion and debate. This keynote is transcribed in full in this journal to continue to stimulate debate and discussion in the management field.

The theme of the Conference was 'Understanding, Shaping and Managing Change', a theme which was well supported by many of the papers at the conference. Most of the papers in this journal reflect the changing nature of business and how business needs to understand, shape and manage that change. The first four articles centre on information sharing and the challenges, both human and technical, that need to be overcome, at various levels of management, in order to share information in a timely and productive manner. The information sharing challenges of modern business from the sharing of customer information within the organisation to the sharing of customer information from the sales force to the company are all dealt with. The next four journal articles show the eclectic range of management research encountered at the conference. The third section of the journal showcases research at PhD level with two articles from PhD students who are at the literature review stage of the process.

The binding topic for this special issue is the concept of information and information sharing, who has it and how can organisations capture and utilise it for the good of the company. In many ways the Irish Academy of Management 2004 annual conference was supportive of the rally call from the Enterprise Report 2004, and Eoin O'Driscoll's call for improvements in Irish marketing and sales ability and for companies to use technology to develop high value products and services and to move away from manufacturing - issues raised by articles within this special issue.

INFORMATION SHARING IN BUSINESS

CEO Leadership, Top Team Trust and the Combination and Exchange of Information

Jennifer B. Farrell, Patrick C. Flood, Sarah Mac Curtain, Ailish Hannigan, Jeremy Dawson and Michael West

This paper made an excellent contribution to the conference and was the winner of the Best Paper Award. The focus of this paper is on the people at the top of organisations and the crucial roles they play in information sharing and transferring. 'Shared knowledge is power'. The paper reviews contemporary leadership and top management's need for organisational learning - learning about customers and markets. The authors support the contention that the exchange of information can be encouraged by the CEO and top management.

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