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Current research methodologies in the field of information science employ induction or deduction, ignoring the third fundamental mode of cognition, retroduction. This paper seeks to introduce the Retroductive Recognition of Absence (RRA) methodology that expands inquiry from its current inductive and deductive bases to include the intuition‐based retroduction/abduction of Charles Sanders Peirce.

In brief, RRA consists of an iterative performance, of its nine‐step heuristic, with each iteration narrowing the scope of the research, while increasing the depth of examination. The nine steps are: perceive a phenomenon leading to surprise; perform the fundamental and primary retroduction; synthesize the phenomenon into a hypothesis; bracket intuitive prejudices; immerse in the data; conceptualize; hypothesize; select the hypothesis most efficient to test; and test the hypothesis. The iterations continue until the researcher reaches a hypothesis testable by inductive or deductive methods. This RRA methodology incorporates a “definition heuristic” that defines any previously undefined concept, a heuristic based on Spradley and McCurdy's classification of definitions.

A study of Compelled Nonuse of Information (CNI) demonstrated the usefulness of RRA in the study of phenomena from an initial “hunch” to a testable hypothesis. As such, the RRA methodology decreases subjectivity and imparts rigor to the study of absent or newly emergent phenomena that have no theoretical basis, no data, and no pre‐existing, coherent body of literature.

This paper presents the philosophy and practice of the RRA methodology and the retroductive philosophical inquiry postulated by Peirce.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Reports research statistics that reveal that half of all working women are likely to suffer some form of sexual harassment during their careers, particularly those in non‐traditional posts. Outlines different explanatory theories for sexual harassment proposed in current literature, focusing in particular on socio‐cultural, organizational and individual differences models, and seeks to examine the interaction between various factors identified. Discusses the main effects of power distance, attitudes towards women and gender/job match on sexual harassment, and develops models of sexual harassment behaviour to examine the interaction between these three factors for women with male supervisors in traditional and non‐traditional roles, identifying the circumstances in which quid pro quo and hostile environment sexual harassment are most likely and most unlikely to occur. Illustrates how the different factors involved foster different kinds of sexual harassment at different levels of severity, and concludes that multiple strategies are required to address such behaviour.

In today's highly dynamic, unpredictably changing business environment, traditional strategic‐planning approaches are of doubtful value. In 1995, the American Productivity & Quality Center (APQC) began a series of consortium benchmarking studies on strategic planning. The first study, completed in 1996, identified several innovative practices and surfaced challenges faced by companies in highly dynamic business environments. Consequently, strategic planning in fast‐cycle environments became the focus of the second study, “Reinventing Strategic Planning for a Dynamic Environment,” which was completed in February 1997.

Offers a personal commentary considering the real essence of good service. Argues that at the heart of service distinction is human interaction and personalization. Considers a range of examples from personal life experience. Recommends that in order to “invent” legendary service, companies must work particularly at ensuring that the customer leaves with positive memories after finishing dealing with the business.

Entrepreneurship is ubiquitous, but it is not unequivocally a human force for social and economic good. Critical perspectives of the entrepreneur, entrepreneurship, and entrepreneurial success (and failure) are evolving in the scholarly literature. Dark side theory has emerged as a language for critiquing the dominant narratives of entrepreneurship portrayed in scholarship, education, planning, policy, and other forms of practice. This chapter draws from dark side entrepreneurship theory, Baumolian entrepreneurship, and exemplars of counterculture to craft language for an emerging theory of misfit entrepreneurship, which consists of misfit entrepreneurs and alternative enterprises. Alternative enterprises and misfit entrepreneurs are conceptualized, and literary examples (i.e., Robin Hood and Song Jiang) and modern-day examples (i.e., Hacker groups) are supplied. The unique actions and impacts of misfit entrepreneurs and alternative enterprises are offered for discussion. This new theory of misfit entrepreneurship leaves readers with exploratory questions that enhance critical perspectives and modern understandings of entrepreneurship today.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Boeing has been a pioneer in the utilization of strategic alliances with the Japanese in the design and production of aircraft. This strategy has been driven by the escalating costs of airframe and engine design and manufacture, and the significant competition of Airbus as well as domestic competitors in the global aircraft market. Boeing's alliances with Japan have worked well with several families of aircraft and appear to have produced a loyal customer; however, there have been sharp criticisms of Boeing for the closeness of its association with Japan. These criticisms have largely been aimed at the danger posed by unintentional and unavoidable transfer of aerospace technology. This paper examines the history of Boeing's Japanese coalitions, the benefits, and the dangers posed by Boeing's continued aerospace partnership with one of America's largest economic foes.

Contrary to conventional thinking about the purposes and effects of antitrust law enforcement, the personal fortune of John D. Rockefeller, Sr., tripled in the wake of the Supreme Court’s May 1911 order dissolving the Standard Oil trust. This paper summarizes alternative explanations for that unexpected outcome, tests them empirically and finds them deficient. Coupled with new evidence confirming that major events related to Rockefeller’s antitrust encounter did not produce statistically significant abnormal returns for the company’s stockholders, we conclude that the market failed to react to news of the trust’s dismantling because investors expected the government’s remedy to prove ineffective.