Content, Process, and the Matthew Effect Among Management Academics
- 1 June 1987
- journal article
- research article
- Published by SAGE Publications in Journal of Management
- Vol. 13 (2), 191-210
- https://doi.org/10.1177/014920638701300202
Abstract
This article concerns the sociology of management as a science. Different types of cosmopolitan activities are examined: content (direct contribution to content of scholarly knowledge), process (indirect contribution to scholarly knowledge) and mixed activities. The nature and consequences of the "Matthew Effect" (advantage leads to advantage) are detailed as it affects the perceptions by others of an individual academic's activities. Archetypes of management academics are developed and include the Involved Scholar, the Distant Scholar, the Association Loyalist and the Local (or Marginal Cosmopolitan). A model of the consequences of content, process and mixed content/process is presented. Professional implications to thefield of management are examined and extensions of the analyses suggested. Making the model operational is touched upon.Keywords
This publication has 12 references indexed in Scilit:
- What do professors do?Business Horizons, 1986
- The Relative Importance of Journals Used in Management Research: An Alternative RankingHuman Relations, 1985
- THE FRAGMENTED STATE OF MANAGEMENT STUDIES: REASONS AND CONSEQUENCESJournal of Management Studies, 1984
- A Note on the Armstrongl Mitroff DebateJournal of Management, 1983
- Academic Stratification In Graduate Management Programs: Departmental Prestige and Faculty Hiring PatternsJournal of Management, 1980
- The Effect of Uncertainty on the Use of Social Influence in Organizational Decision MakingAdministrative Science Quarterly, 1976
- On the Folly of Rewarding A, While Hoping for B.The Academy of Management Journal, 1975
- Professional Standing and the Reception of Scientific DiscoveriesAmerican Journal of Sociology, 1970
- The Matthew Effect in ScienceScience, 1968
- Cosmopolitans and Locals: Toward an Analysis of Latent Social Roles.IAdministrative Science Quarterly, 1957