Here are some useful guides and references
Denyer, D. and Tranfield, D. (2009), “Producing a systematic review”, Ch. 39, in Buchanan, D. and Bryman, A. (Eds), The Sage Handbook of Organizational Research Methods, Sage Publications Ltd, London, pp. 671-89. (Link)
Rousseau, D.M., Manning, J. and Denyer, D. (2008), “Evidence in management and organizational science: assembling the field’s full weight of scientific knowledge through syntheses”, The Academy of Management Annals, Vol. 2 No. 1, pp. 475-515. (Link)
Smithey, I. (2012), “The craft of writing theory articles: variety and similarity in AMR”, Academy of Management Review, Vol. 37 No. 3, 327-31. (Link)
Interesting research is what researchers often expect to see from journal papers or conference presentations. But what is interesting research? Recently I found a paper on this issue by a well-known researchers in SCM/OR/MS, Gérard P. Cachon. His paper entitled “What Is Interesting in Operations Management?” based on his talk in MSOM conference in 2011 saying that interesting in OM is the “Unexpected”. He also presented some examples as followings.
- What Was Thought to Be Complex Is Really Simple
- What Was Thought to Be Simple Is Really Complex
- What Was Expected to Be a Small Effect Is Really a Large Effect
- What Was Thought to Be a Large Effect Is Really a Small Effect
- What Was Thought to Be a Large Effect Is Really Much Larger
- What Was Thought to Be Easy Is Really Hard
- What Was Assumed to Not Be a Problem Is Really a Problem
- What Should Improve Performance Really Harms Performance
What is the difference between bibliography and references (list)?
My short answer is as follows:
Bibliography is the list of ALL DOCUMENTS you consulted for writing the essay/paper/dissertation or thesis.
However, you may only cited some of all documents you read/consulted. These cited documents are in your References.
Source: Australian National University (ANU) - Academic Skills & Learning Centre, Division of Student Services.
Here are some good suggestions on academic and technical writing.
- Mathematical Writing [pdf]
by Donald E. Knuth, Tracy Larrabee, and Paul M. Roberts
- Preparing for the dissertation and the dissertation process [pdf]
by Maria Carlson
- Common writing mistakes that I hate[pdf]
by Frank E. Ritter
- Guidelines on writing a good paper [pdf]
by James R. Wilson
- Common errors in technical writing [html]
by John Owens
- How to Publish in Top Journals [html]
E. Kwan Choi
- The young economist’s guide to professional etiquette [pdf]
- This Is Not An Article [pdf]
This post is a collection of tips I got from the doctoral training (RSSDP) on “Consultancy Skills” by Dr Caron King at Cardiff University.
- Consultancy = professional practices that give an expert advise to the company, a problem solving work.
- Begin with the end in mind (2nd of 7 habits of highly effective people by Stephen R. Covey)
- Outcome thinking, what do you have to get done in the end.
– Consultancy is about recognising what your clients really want for you because they are paying for your what you are doing.
– Knowing what it is that the clients want and satisfy then.
– Moreover to sustain the job, your jobs have to be good value for money
- The hardest part is how to sell your jobs. Then delivering a good value jobs will increase the chance that client will hire you again.
- Dedicated time = 5:4:3 (5 days fearing, 4 days with clients, 3 nights away from home)
- Start by working with the big companies for 3-4 years to learn how to do it.
Why a would anyone hire a consultant?
- Temporal resources. GBP 36,000 is the average cost of recruiting a doctoral level employee.
- Someone to blame - troublesome jobs
- My time is too valuable – too busy for the day jobs, need someone to work for
- Specialist knowledge – problem solving
- For access to their network
- Branding – kudos
- Legitimise their projects – get endorsed or forced by laws
- To manage something unpopular
- Ratify decisions – In the most cases clients know the solutions/answers but hiring consultant to support/back up their decision. Therefore, consultants are like the voices/spokespersons
How to get a consultancy jobs
- Identify the problem
- Clarify the problem
- Collect data
- Analyse the data
- Solve the problem
- Suggest the solution
- Agree the solution
- Implement the solution
What are the skills, knowledge and attributes we need
- Communication skills e.g., presentation skills
- Project management skills
- Analytical skills, both qualitative and quantitative = data analysis
- Research skills e.g., collect data, analyse data, conclude the result
The skills that recruit consultants (used by consultancy firms)
(The following listed skills are perfect for researchers as well!)
- Flexibility + Adaptability
- Problem solving
- Self awareness
- Commitment / Motivation
- Willingness to learn
- G.S.O.H. (Good Sense of Humour)
(Open your mind, Listen for empathy, just gather data no interpreting or thinking at the same time)
Repetitive listening – repeat what you are hearing in your head as simultaneous as possible to get rid of other things.
If taking notes, tell the clients that you will do a few, ask them to send you important information and write the whole note after the meeting.
Three big questions
- Asking the questions that allow opened thinking
- Rapport building
- to build trustworthy relationships
- Critical information seeking
- Challenging Assumption
- Pitching, elevating lift (in 90 seconds)
- Hook -> emotion
- Outline the problem in a short time!
- Call To action