Changing the Scholarly Conversation: What it Means, Why it Matters, and How to Approach it in Micro Research

M.P. Healey, Hannes Leroy, Post C., K. Potočnik

Research output: Contribution to journalArticleAcademicpeer-review

10 Citations (Scopus)
24 Downloads (Pure)


Academics often assess contributions to management research in terms of their influence on the scholarly conversation. At JMS, we aspire to publish papers that significantly change scholarly conversations in productive ways. However, precisely what it means and what it takes to change a scholarly conversation is not entirely clear, especially in micro research in the man-agement field where contributions are often framed in incremental terms. Accordingly, in this editorial we examine what distinguishes papers that significantly change the scholarly conversa-tion on a topic and analyse the functions of such conversation- changing papers, focussing on re-search in the micro domain. Based on an inductive analysis of exemplar conversation- changing micro papers, we propose a typology that identifies how scholars substantially alter an existing conversation or stimulate a new conversation. For each type of conversation- changing contribu-tion, we identify its attributes and functions and discuss exemplars. We conclude with guidance and tips for authors, reviewers, and editors seeking to develop papers that reshape scholarly con-versations. With this editorial, we hope to inspire more conversation changing papers, especially among micro scholars, and position JMS as a natural home for such papers.
Original languageEnglish
Pages (from-to)1633-1656
Number of pages24
JournalJournal of Management Studies
Issue number6
Publication statusPublished - Sept 2023

Bibliographical note

Funding Information:
The authors would like to express their appreciation to Joep Cornelissen, Matthew Cronin, Gerardo Patriotta, Roy Suddaby, and the three General Editors of the Journal of Management Studies (Jonathan Doh, Caroline Gatrell, and Daniel Muzio) for their constructive feedback on an earlier version of this editorial.

Publisher Copyright:
© 2023 Society for the Advancement of Management Studies and John Wiley & Sons, Ltd.

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