Editorial

<abstract xmlns="http://www.w3.org/1999/xhtml">This paper aims to illustrate how the case study methodology may be used in novel and productive ways for research into strategy practice. Instigated by the quest for a research design that could target the ‘practice’ of strategic information systems planning (SISP), a review of the strategy-as-practice (SAP) literature uncovered parallels with the SISP domain from a methodological standpoint. A SAP perspective was employed in conjunction with the case study methodology to investigate SISP (the strategy practice) on the part of senior managers (the practitioners) at the meso level (the level of praxis). Ultimately, this approach was found to offer original insights and uncover valuable new directions for future academic enquiry.</abstract>

In defence of the case study methodology for research into strategy practice

<abstract xmlns="http://www.w3.org/1999/xhtml">The field of management education has been the focus of much debate in recent times regarding the relevancy of its content and process. How we define relevance has implications for all stakeholders of management. As a result, how applicable are the alternative approaches to management education such as critical management education (CME). This research explores how criticality is perceived, experienced, and translated into the everyday practices of critical management educators. The research found that there was a common theme about criticality relating to questioning taken-for-granted assumptions about management and its practices. However, distinctions were made between those whose interests were more theoretically, politically, or practically oriented. From the findings, two critical educator types emerged. These were the critical experientialists and the critical traditionalists. This research provides an understanding of the critical classroom through educator perceptions and practices. In doing so, it enlightens the management educator further as to what it means to be critical.</abstract>

Management educators in practice: to be critical or not to be critical, that is the question

<abstract xmlns="http://www.w3.org/1999/xhtml">The aim of this study is to examine whether social networks reduce the effects of psychological contract breach on an employee’s intention to leave the organisation. This paper focusses on two particular elements of the social network in an organisation: (1) social status and (2) local ties/connectedness. Using a sample of 242 responses from officers in the Irish Defence Forces, the results provide empirical evidence of the impact of psychological contract breach on officer turnover intentions. The results also demonstrate that perceptions of social networks moderate the relationship between psychological contract breach and turnover intentions through social status. Contrary to expectations, strong connectedness with senior officers was also found to be a moderator but not in the direction that was hypothesised. The theoretical and practical implications of these results are discussed.</abstract>

Psychological contract breach and turnover intention: the moderating effects of social status and local ties

<abstract xmlns="http://www.w3.org/1999/xhtml">There is little understanding of how organisations manage social media. Stage-of-growth (SoG) models represent a picture of evolution, where the current stage can be understood in terms of history and future, providing an opportunity to identify the stages, paths of evolution, benchmark variables, and dominant problems experienced by organisations at each stage. Following a review of 4 decades of SoG model research, as well as a review of existing social media research and practitioner insight across multiple domains, the authors adopt Gottschalk and Solli-Sæther’s (2010) five-step stage modelling process as a research methodology to develop a SoG model for managing a social media business profile (SMBP). The paper develops and validates Step 1 (suggested stage model) and Step 2 (conceptual stage model) of the stage modelling process. A number of key contributions to theory and practice are identified, and ongoing research to further refine the model is outlined.</abstract>

A conceptual stages-of-growth model for managing a social media business profile

<abstract xmlns="http://www.w3.org/1999/xhtml">Relative to the overall population of small- and medium-sized enterprises (SMEs), high-growth SMEs (HGSMEs) make a disproportionate contribution to economic growth. While research has identified factors that characterise HGSMEs, it is yet to provide a comprehensive explanation of the growth process. The purpose of the study is to identify specific growth events and examine how HGSMEs successfully transition through these periods in terms of operational (i.e. management systems and practices), structural, and strategic changes. Drawing from a descriptive profiling of Irish HGSMEs, four indepth case studies are presented. Analysis suggests a complex relationship between structure and growth, illuminating how HGSMEs experience trigger points that create a momentum of growth, which in turn mandates a supportive infrastructure.</abstract>

Building to grow or growing to build: insights from Irish high-growth SMEs (HGSMEs)

AHEAD OF PRINT

Volume 42 (2023): Issue 2 (December 2023)

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Volume 41 (2022): Issue 2 (December 2022)

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Volume 40 (2021): Issue 2 (December 2021)

Volume 40 (2021): Issue 1 (July 2021)

Volume 39 (2020): Issue 2 (December 2020)

Volume 39 (2020): Issue 1 (August 2020)

Volume 38 (2019): Issue 1 (December 2019)

Volume 37 (2018): Issue 1 (June 2018)

Volume 36 (2017): Issue 3 (December 2017)

Volume 36 (2017): Issue 2 (September 2017)

Volume 36 (2017): Issue 1 (June 2017)

Volume 35 (2016): Issue 2 (September 2016)

Volume 35 (2016): Issue 1 (April 2016)

Volume 34 (2015): Issue 1 (December 2015)

The Irish Journal of Management

 The Irish Journal of Management (IJM) aims to publish well-written and well researched articles that will contribute to the understanding of management-related issues in both Irish and international contexts. The journal welcomes contributions from a wide range of management viewpoints, including inter-disciplinary and multi-disciplinary perspectives as well as traditional disciplines and functions. The journal seeks the following types of submissions:   Research Papers: Publishing quantitative, qualitative and mixed methods empirical research, literature reviews (traditional/narrative, systematic, meta-analysis, meta-synthesis), and conceptual papers. Page count should be less than 40 pages, double spaced, including references, tables, figures and appendices.  Teaching Submissions: These may include case study contributions, critiques and retrospective contributions on pedagogical issues related to teaching issues across management discipline areas. Teaching submissions should be between 30-40 pages, double spaced (including references and appendices) and provide a unique pedagogical or practical contribution, supported by state-of-the-art literature in the field.  Book Reviews: word count (1,000 – 2,000 words).  Special Issue Journal Submissions: The editors of the journal seek submissions for special issue themes that are in keeping with the overall focus of the journal and draw attention to important topics. Special issue proposals should be emailed to ijm@iamireland.ie before the 30th of September annually. Any submissions received after that deadline will be reviewed at the next date. Special issue proposals should include a detailed call for papers, listing potential themes for authors to consider, CVs of special issue editor(s) and a strategy to attract papers to your special issue.   The IJM is a peer-reviewed journal, with a "double-blind" review process involving at least two reviewers. The journal publishes two issues each year, in addition to occasional special issues  The journal offers Gold Open Access, free readership rights immediately upon publication, and follows CC BY NC ND (authors do not possess commercial rights). The author may post the final version of their paper to any repository or website. The article’s full text, metadata, supporting data and citations is machine readable, accessible via API and full text XML.  The journal does not have article processing charges (APCs) nor article submission charges.  Journal Subjects include:   Accounting, Finance and Corporate Governance  CSR, Business Ethics and Sustainability  Education, Teaching and Learning  Entrepreneurship &amp; Small Business Management  Healthcare and Public Sector Management  Leadership &amp; Organisational Behaviour  Marketing and Services Management  Strategy and International Business  Technology and Innovation Management  Work, Employment and Organisation   Audience   Academics, researchers, practitioners, and policy makers   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 

The Irish Journal of Management

Volume 36 (2017): Issue 2 (September 2017)

Editorial

Editorial

Research Article

In defence of the case study methodology for research into strategy practice

Management educators in practice: to be critical or not to be critical, that is the question

Psychological contract breach and turnover intention: the moderating effects of social status and local ties

A conceptual stages-of-growth model for managing a social media business profile

Building to grow or growing to build: insights from Irish high-growth SMEs (HGSMEs)

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