Research that makes a difference

Research that makes a difference

Article Type: Editorial From: International Journal of Physical Distribution & Logistics Management, Volume 44, Issue 5.

Academic research is fraught with challenges, including the concern for publishing relevant research. Characteristic of the growing number of papers that bemoan the lack of relevance of much of the research published in leading academic journals, McKinnon (2013) contends that it is tempting to buy into the journal ratings game “where business academics impress each other with their erudition and give too little thought to the managerial and public policy relevance of their work” (p. 16). However, many of us embarked on our career paths as university scholars because we hope to make a positive difference in the field of logistics and supply chain management. So, how can we ensure that our research actually makes a difference?

In their examination of the relevance of contemporary supply chain research, Thomas et al. (2011) take the manager's perspective by defining relevant research as work that creates knowledge that managers can use to better understand what they manage. The article identifies a potential mismatch between top issues for managers and the predominant focus of supply chain research concluding that “the most common management issue is the least common research issue” (p. 664). For example, the research finds managers are struggle to understanding the implications and ramifications of various supply chain organizational structures, whereas scholars in the field continue to devote the most attention to supply chain strategy. This finding suggests that there are opportunities to increase the relevance of supply chain research by examining the human resource issues. Accordingly, IJPDLM is very receptive to research studies that examine SCM/HR issues.

Achieving managerial relevance goes well beyond writing a persuasive implications section at the end of a manuscript. Managerial relevance requires asking questions that are germane to managerial problems and adopting appropriate research designs for answering those questions. While this sounds like a rather straightforward proposition, it is not unusual to receive manuscripts for review that fail to ask a relevant question. For example, a study that provides a detailed description of a field-based project without raising a research question! Such research leaves the reader wondering so what? Here is an answer, but what was the question? Research that answers questions that are important to managers makes a difference.

Passing the test of managerial relevance is a key measure for determining the extent to which our research makes a difference. However, meaningful research also demonstrates theoretical relevance. Thus, Christensen and Raynor's (2003) seminal Harvard Business Review article explains “why hard-nosed executives should care about management theory”. Ketchen and Hult (2011) also remind us of the practicality of a good theory. Thus, in addition to being managerially relevant, research that makes a difference advances our understanding through the development of theory. Theory development requires a logical, consistent explanation of relationships among constructs, rather than a “kitchen sink” approach that throws up multiple theoretical bases to see what sticks, or an “alphabet soup” that lumps multiple constructs into a model that has little or no theoretical justification.

Rather, research that is theoretically relevant starts with an appropriate theory as the foundation for building logical arguments. Research that builds or extends supply chain management and logistics theory makes a difference by providing fertile ground for future research. Thus, IJPDLM is particularly receptive to manuscripts that articulate and stimulate future research agendas based on intriguing study findings or reviews of extant literature that identify gaps.

In summary, conducting academic research is a time-consuming, demanding and often frustrating process. Nevertheless, if our intention is to make a difference, our research endeavors must answer the question of who cares? To remind me of who cares, I keep a “heart warmers” folder on my laptop with uplifting notes and e-mails received over the years from students and colleagues. Your heart warmer file would likely look like mine. Our students care because they tell us they enjoy and learn from our classes where we discuss real world issues related to our research. Academic colleagues care because our work stimulates their research by surfacing new ideas and opening up different ways of thinking. Business colleagues care because they use our frameworks to launch discussions in their firms about how to improve performance. This is how we know our research makes a difference.

Papers in this issue

The first three papers in the current issue are good examples of research with managerial relevance while the methodological prescriptions in the final paper will help logistics and SCM researchers to better inform readers by conducting more valid research.

The lead paper in this issue, authored by Tate, Ellram and Dooley entitled “The Impact of Transaction Costs and Institutional Pressure on Supplier Environmental Practices,” addresses environmental sustainability. Sustainability is currently a particularly hot topic for supply chain managers and is becoming the research focus for an increasing number of supply chain and logistics scholars. Tate et al.'s study applies transaction cost economics and institutional theory to explain why some suppliers are reluctant to adopt environmental practices. The paper offers practical advice for minimizing barriers, such as information gathering costs, that can have a negative influence on suppliers’ compliance with buyers’ environmental standards.

The second paper “Delphi-Based Strategic Issue Management: Crafting Consumer Goods Supply Chain Strategy,” authored by Forster, Keller, von der Gracht and Darkow offers managers a systematic method for detecting signals of issues that could be important to the firm's supply chain strategy. The study proposes and outlines a framework that represents a detailed roadmap for using the Delphi method for incorporating emerging strategic SCM issues.

In the third manuscript, “China-based Logistics Research: A Review of the Literature and Implications,” Liu examines articles published in eight leading supply chain management and logistics journals to identify research opportunities. The study identifies topics that are relatively under researched and stresses the need for more theoretically based studies and increased rigor in future studies of Chinese logistics. Research opportunities identified by Liu include the changing role Chinese logistics service providers and the effects of urbanization on logistics associated with the dynamic transition of the Chinese economy.

Researchers who conduct empirical survey-based research will want to read “Non-response bias assessment in logistics survey research: use fewer tests?” by Grawe and Clottey. The paper provides important recommendations for improving statistical power of tests of non-response bias using a myriad of examples from extant logistics and supply chain management literature. Achieving reasonable response rates is an ongoing challenge for survey-based research, yet surveys are a valuable tool for performing logistics research. Grawe and Clottey offer sound advice for improving the concern for validity of survey research that can arise from low-response rates.

Donna F. Davis

References

Christensen, C.M. and Raynor, M.E. (2003), “Why hard-nosed executives should care about management theory”, Harvard Business Review, Vol. 81 No. 9, pp. 66-75
Ketchen, D.J. Jr and Hult, G.T. (2011), “Building theory about supply chain management: some tools from the organizational sciences”, Journal of Supply Chain Management, Vol. 47 No. 2, pp. 12-18
McKinnon, A.C. (2013), “Starry-eyed: journal rankings and the future of logistics research”, International Journal of Physical Distribution & Logistics Management, Vol. 43 No. 1, pp. 6-17
Thomas, R.W., Defee, C.C., Randall, W.S. and Williams, B. (2011), “Assessing the managerial relevance of contemporary supply chain management research”, International Journal of Physical Distribution & Logistics Management, Vol. 41 pp. 7, No. 655-677