The problem with [in] management theory

• DOI: http://doi.org/10.1002/job.2114
• Date: 01 November 2016
• Published date: 01 November 2016

The problem with [in] management theory

JOHN E. MATHIEU*

Department of Management, University of Connecticut, Storrs, U.S.A.

Summary Theory is essential to everything that we do as people studying and practicing industrial/organizational psy-

chology and organizational behavior. But, I think that our field has lost its way recently and become enamored

by shiny objects and interesting puzzles. Advancing management theory seems to have become an end state

in and of itself. We seemed to be far more concerned with the entertainment value of theories than we are with

their scientific rigor or real-world value. Top journals in our field are mandating that all articles must make a

theoretical contribution, and theoretical contributions are being gauged primarily in terms of how innovative,

counter-intuitive, surprising, and interesting they may be. I advocate for a more balanced approach, and in

particular, for greater use of abductive inference. I argue that if you start with a real-world challenge and draw

from existing theory, and then develop new theory to understand and change things, you are also making a

theoretical contribution. Whether or not we are guided by theory is not really at issue—at issue is how well

developed are our theories, how accurate are they, and do they help us to improve organizational life for

everyone involved? Copyright © 2016 John Wiley & Sons, Ltd.

Keywords: theory; abduction; problem driven

The Problem with [in] Management Theory

Let me begin with a succinct statement of my position: Everyone from ordinary people to Nobel Prize winners

operates on the basis of theories. Theories describe how we believe things work. At issue is not whether theories

are used, but rather the accuracy and value of one’s particular theory. Is it based on evidence and useful for dealing

with real-world problems, or is it merely speculation and of little value? The remainder of this note simply elaborates

on that position.

I think that the field of management and applied work psychology has lost its way recently and become enamored

by shiny objects and interesting puzzles. Advancing management theory seems to have become an end state in and of

itself. We seemed to be far more concerned with the entertainment value of theories than we are with their scientific

rigor or real-world value. Many quote Lewin’s classic statement that “nothing is quite so practical as a good theory”

(Lewin, 1951: 486) as license that anything theoretical has intrinsic value. But that interpretation would not be con-

sistent with his philosophy. Nearly a half century ago, Ring (1967) noted: “Through a complex interplay of theory,

research, and social action, Lewin believed it possible for a discipline of social psychology not only to further the sci-

entific understanding of man, but also to advance the cause of human welfare at the same time”(p. 67). Theory and

application should be inextricable. So what if we flipped Lewin’s famous quotation and asked instead—would not the

process of understanding and solving real-world challenges serve to advance theory? I think so.

*Correspondence to: John E. Mathieu, School of Business, RM 340, 2100 Hillside Road, Unit 1041MG, Storrs, CT 06269-1041, U.S.A. E-mail:

JMathieu@business.uconn.edu

Copyright © 2016 John Wiley & Sons, Ltd. Received 26 May 2016, Accepted 30 May 2016

Journal of Organizational Behavior, J. Organiz. Behav. 37, 1132–1141 (2016)

Published online 13 July 2016 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.2114

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