Editorial

• Published date: 01 June 2014
• Date: 01 June 2014
• DOI: http://doi.org/10.1002/cjas.1283

Editorial

Scholarly publication is a competitive business. It is not

just authors who compete for scarce manuscript space;

journals compete for scholarly attention for the manuscripts

they publish. In so doing they try to create some kind of

unique space that articulates the parameters of f‌it between an

author’s research and the journal’ssphereofinf‌luence.

Though many journals in the administrative sciences occupy

overlapping intellectual boundaries, they try to minimize and

control the overlap. That is how they strive to survive in a

crowded academic market. CJAS is multidisciplinary and by

its very nature overlaps in many f‌ields of administration. But

foremost it is a business journal. By that I mean that our

authors and readers mostly come from business schools. While

our attitude toward knowledge is uncompromisingly pluralis-

tic, our focus tends to be on business and wealth creation.

Value creation precedes wealth creation. So we encourage

manuscripts that deal with all aspects of value creation. Many

manuscripts that we publish on production and operations

management address this concern. Value creation leads to

questions of value assignment. Manuscripts dealing with various

aspects of accountancy help us probe this aspect of business

theory. Once we know the value of what we have created, we

engage in value exchange, with much of it happening in the

marketplace. A large group of scholars study various aspects

of this exchange, contributing both volume and variety to

the manuscripts we receive. Through this we cover the

whole f‌ield of marketing and consumer behaviour. The

optimization of value is important to the theory of business

and the papers we receive in management science elaborate

on theories and models of optimization. We then allocate

this value to stakeholders, with various aspects of such

allocation explored in the f‌inance articles we receive. Value

enhancement envelops all of these activities, and many of

our publications on strategy and management focus on that.

Creating wealth through value involves processing

information, setting goals and strategy, designing structures,

working with people, and engaging stakeholders. Manuscripts

we receive on information systems, organizational behaviour,

human resources management, and management and organiza-

tion theory address these concerns variously, resulting in topics

dealing with diversity, ethics, environment, and social responsi-

bility. This scholarship engages a variety of methodology, which

extends to our attitude of pluralism as well. While disciplinary

scholarship often stays within its conf‌ines, the knowledge

generated tends to permeate across disciplines, and this is where

interdisciplinary scholarship matters. It vastly enhances the value

of disciplinary scholarship by encouraging intellectual

trespassing. We see leadership and management as areas of

scholarship that envelop all activities with a value focus, and

view good leadership and management as those that fuse them

for greater wealth creation. This is how we def‌ine our domain.

In our attempt to add intellectual value to our readers, we offer

in this issue a paper that deals with the differential way we look at

coins and bills. We spend coins more readily than bills even when

they are of the same value. This has profound implications for both

business and the economy. We also show that an entrepreneurial

orientation inf‌luences organizations to learn and innovate, thus

improving business performance. This is a useful contribution to

business theory as outlined above. Two papers deal with various

aspects of multinational enterprises including their relationship

with their subsidiaries and the ways by which practice transfer

takes place. The last paper explores the different ways by which

a consumer is persuaded by consistency of product reviews when

making purchases. It shows that factual reviews and experiential

reviews work differently, with different persuasive hefts depending

on what one is searching for. All of this is in accordance with our

attitude of pluralism and our focus on business.

In CJAS news, I am happy to announce the 2013 CJAS

Best Paper Award recipients: James Barker (Dalhousie), Sarah

Gilmore (Portsmouth), and Clive Gilson (Waikato) for their

article titled, Rhetorical prof‌iling: Modes of meaning genera-

tion in organizational topoi. The honourable mention this year

goes to Geoffrey Bell (Minnesota Duluth) and Saiying Deng

(Southern Illinois) for their paper titled, Beyond clusters:

How regional geographic signature affects f‌irm value and risk.

In other CJAS news, as Nick Turner has stepped down

from his duties at CJAS to pursue other editorial obligations,

Celeste Brotheridge is moving into the role of Associate Editor

of Organizational Behaviour and Human Resources Management.

This area stands to benef‌it from Celeste`s expertise in the

discipline. We’dliketoextendgratitudetoNickforhis

outstanding direction as OBHRM Associate Editor and extend a

warm welcome to James Barker as the incoming Associate Editor

of Interdisciplinary studies. A multidisciplinary journal calls for a

multidisciplinary editorial board, and we are fortunate to count

such esteemed scholars as the guardians of CJAS’plurality.

Until next time,

Vishwanath Baba,

Editor-in-Chief

Canadian Journal of Administrative Sciences

Revue canadienne des sciences de l’administration

31: 75 (2014)

Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/CJAS.1283

Can J Adm Sci

31(2), 75 (2014)Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd. 75