Archive for the ‘everything’ Category
In Sociological Research and Methods, Colin Jerolmack and Alexandra K. Murphy ask if we should use people’s names in quantitative research. We’ve discussed this idea before and now you can read the final article. The abstract:
Masking, the practice of hiding or distorting identifying information about people, places, and organizations, is usually considered a requisite feature of ethnographic research and writing. This is justified both as an ethical obligation to one’s subjects and as a scientifically neutral position (as readers are enjoined to treat a case’s idiosyncrasies as sociologically insignificant). We question both justifications, highlighting potential ethical dilemmas and obstacles to constructing cumulative social science that can arise through masking. Regarding ethics, we show, on the one hand, how masking may give subjects a false sense of security because it implies a promise of confidentiality that it often cannot guarantee and, on the other hand, how naming may sometimes be what subjects want and expect. Regarding scientific tradeoffs, we argue that masking can reify ethnographic authority, exaggerate the universality of the case (e.g., “Middletown”), and inhibit replicability (or“revisits”) and sociological comparison. While some degree of masking is ethically and practically warranted in many cases and the value of disclosure varies across ethnographies, we conclude that masking should no longer be the default option that ethnographers unquestioningly choose.
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Siri Ann Terjesen is an assistant professor of management and international business at Indiana University and an Associate Editor of the Academy of Management Learning & Education. She is an entrepreneurship researcher and she also does work on supply chains and related issues. This guest post addresses multidisciplinary scholarship.
I am interested in orgtheory readers’ perspectives on a critical but under-examined issue in academia, including scholarship about organizations. That is, in academia, individual scholars are incentivized to focus on a particular issue in a particular discipline and discouraged from developing deep expertise in multiple fields. For example, business scholars examine the same universe (e.g., firms, employees, etc.), albeit through different branches (disciplines such as strategy, organizational behavior, operations management, finance, accounting, ethics, law, etc.) which do not dialogue actively with one another—and there are very few academics who develop a real repertoire across multiple fields- that is, are truly multidisciplinary ‘protean’ scholars who contribute to leading journals in multiple disciplines (e.g., disciplines as distinct as ethics and operations management or accounting and organizational behavior) and have a profound influence across these distinct arenas.
This is surprising because history shows us that some of the greatest learning and paradigm shifts come from the contributions of polymaths- individuals whose expertise draws on a wide range of knowledge- from early historical examples (Francis Bacon, Erasmus, Galileo Galelei, Hildegard von Bingen, and Ben Franklin) to more recent scholars (Michael Polanyi and Linus Pauling). Researchers in the applied sciences are beginning to recognize the power of polymath, protean scholars who bring new innovations through their openness to variety and flexibility and operations across multidisciplinary spaces. There are also personal motivations- individuals who have many repertoires of knowledge may develop a broader understanding and appreciation of all human accomplishments and are personally able to enjoy the pursuit of multiple paths to excellence and to have more peak experiences across these fields. Certainly there are prevailing counterarguments concerning a “Jack-of-all-Trades but master of none” and the sheer costs of operating in multiple institutions with distinct players, particularly gatekeepers. I welcome orgtheory readers’ insights and debates on this issue in any respect- theoretical perspectives, pros/cons, examples, personal experiences, etc.
Michael Corey is a PhD candidate in sociology at the University of Chicago. This guest post explains his experiences working for Facebook, the world’s leading social networking website (as if you didn’t know that!).
Another Dispatch from Industry
Last summer I moved from Chicago to the bay area to work as a quantitative researcher at Facebook. I’d done six years in the PhD program at Chicago and left with drafts of all my dissertation papers but without a cohesive dissertation to turn in (3 paper dissertations aren’t exactly allowed). Six months at Facebook has been eye opening and weird. Below I’ll try to give readers a feel for what it is like to go from an academic track to an industry job.
The FB Culture:
The culture at Facebook is really fun. I work at the main campus in Menlo Park, where a few thousand people work on the various FB platforms and the associated companies (Parse, Onavo, Instagram, etc). My mother-in-law describes it as an Oxford College designed by Willy Wonka, which is pretty fair. The campus houses everything you need to reduce any external friction that would take you off-campus during the day [http://cnettv.cnet.com/barber-candy-shop-bank-among-deluxe-perks-facebook/9742-1_53-50153870.html]. It is pretty easy to drink the Kool-Aid about how great FB is, and I would imagine that it is hard to work here if you don’t. I wasn’t the biggest FB user when I started here, but having been off the site for a long time I learned to recognize how much I missed by not being on it. For so many of my peers it is the only medium to communicate news, baby pictures, or cat memes to weak ties. Risk taking is encouraged and speed is considered a virtue.