The Problem of De-Contextualization in Organization and Management Research

Abstract

This chapter addresses the concern that much theory building in organization and management (OM) research suffers from de-contextualization. The authors argue that de-contextualization comes in two main forms: reductionism and grand theory. Whereas reductionism tends to downplay context in favor of individual behavior, grand theory looks at context only in highly abstract ahistorical terms. Such de-contextualization is problematic for at least two reasons. First, the boundary conditions of theories remain unexplored in ways that threaten scientific validity. Second, de-contextualization limits the potential of OM theory to fully understand the role of organizations in society and thereby address societal grand challenges. These claims are exemplified through critical reviews of four fields in OM research – gender, employee voice, corporate social responsibility (CSR), and institutional logics – and counterpoints that may help to overcome de-contextualized research are presented.

Citation

Jackson, G., Helfen, M., Kaplan, R., Kirsch, A. and Lohmeyer, N. (2019), "The Problem of De-Contextualization in Organization and Management Research", Zilber, T.B., Amis, J.M. and Mair, J. (Ed.) The Production of Managerial Knowledge and Organizational Theory: New Approaches to Writing, Producing and Consuming Theory (Research in the Sociology of Organizations, Vol. 59), Emerald Publishing Limited, Leeds, pp. 21-42. https://doi.org/10.1108/S0733-558X20190000059001