OMT Consortia material (AOM 2015)

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Publishing a Lot of Great Stuff:
Balancing Productivity and Creativity
Violina Rindova, McCombs School of Business,
University of Texas at Austin

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1. The Big Picture
n Positioning
n Program
n Pipeline
2. Personal Innovation Management
n Production versus R&D
n Partnering
n Project management
3. Publishing

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n Markets are structured by categories -- define
audience expectations about appropriate and
desirable attributes of category members
n Disciplines
n Theories
n Themes
n Facilitate and guide categorization:
n Authors cited and work synthesized
n Interdisciplinary boundaries crossing
n Advisor and committee member expertise
signals
Positioning

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n Volume
n More than a single dissertation project
n Coherence
n Some degree of theoretical, thematic or methodological
connection across papers
n Potential
n Novelty
n Significance of contribution
n In the eye of the beholder => perceptions may vary across
schools
Program

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n An asset
n Progress toward tenure
n Throughout an academic career
n A signal
n Of project completion experience –“been around the block”
n Of sustained research productivity
Pipeline

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n Production versus R&D
n Partnering
n Project management
Personal Lessons
from Innovation
Management

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n R&D develops your intellectual assets:
n Theories
n Methods
n Databases
n Invest in R&D while in the PhD program!
n Gain some experience in operations
R&D

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n Manuscript development
n R&D is not production
n Track production time out of total research
time
n 80% of time in first two-three years after graduation
n 60% in the subsequent two-three years
Production

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n Source of many benefits for start-ups –
consult relevant literature reviews
n Access complementary skills
n Build “the second research stream”
n Senior colleagues at your institution
n Junior colleagues at your institution
n Friendship networks
Partnering

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n Manage the portfolio:
n Balance fast and slow moving papers
n Balance exploiting and exploring
n Optimize number
n More than one – leverage and learning
n Less than a dozen – avoid crowding and forgetting effects
n Establish consistent milestones activities –e.g. data collection, first
complete draft
n Regularly assess:
n Each project’s status
n Relative progress (re-prioritize accordingly)
n Overall portfolio
n Take advantage of “hard deadlines” to create urgency – e.g. AOM,
special issues
Project Management

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Publishing
n THINK BOLDLY BUT RESPECT THE “CRAFT” AND
THE “GUILD”
n AVOID ISOLATION
n PUTYOUR BEST FOOT FORWARD
n REJOICE BUT REVISE
n REVISE, DO NOT RESENT

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Discipline in Execution Enables
Creative Exploration
n “If top management is able to
alternatively let chaos reign and
then reign chaos, such a dialectic
can be very productive.”
Andrew Grove