Journals Ranked by Impact: Management

Journals Ranked by Impact: Management
Rank 2007 Impact Factor Impact 2003-07 Impact 1981-2007
1 MIS Quarterly
(5.83)
MIS Quarterly
(10.87)
Adm. Sci. Quart.
(81.86)
2 Acad. Manage. J.
(5.02)
Adm. Sci. Quart.
(9.80)
Acad. Manage. Rev.
(59.93)
3 Acad. Manage. Rev.
(4.37)
Acad. Manage. J.
(7.43)
Res. Organization. Beh.
(54.58)
4 Organization Science
(3.13)
Res. Organization. Beh.
(7.28)
Acad. Manage. J.
(45.66)
5 Adm. Sci. Quart.
(2.91)
Acad. Manage. Rev.
(6.90)
Strategic Manage. J.
(40.52)
6 Strategic Manage. J.
(2.83)
Organization Science
(6.63)
Org. Behav. Human Peform.
(38.06)
7 Acad. Man. Learn. Ed.
(2.80)
Information Syst. Res.
(6.62)
MIS Quarterly
(34.18)
8 Information Syst. Res.
(2.68)
Strategic Manage. J.
(5.90)
Organization Science
(29.22)
9 Organ. Res. Methods
(2.55)
Journal of Management
(5.11)
Journal of Management
(24.85)
10 Int. J. Bus. Stud.
(2.28)
Decision Sciences
(5.08)
Org. Beh. Human Dec. Proc.
(24.37)

The above table compares the citation impact of journals in a given field as measured over three different time spans. The left-hand column ranks journals based on their 2007 “impact factor,” as enumerated in the current edition of Journal Citations Report®. The 2007 impact factor is calculated by taking the number of all current citations to source items published in a journal over the previous two years and dividing by the number of articles published in the journal during the same period–in other words, a ratio between citations and recent citable items published. The rankings in the next two columns show impact over longer time spans, based on figures from Journal Performance Indicators. In these columns, total citations to a journal’s published papers are divided by the total number of papers that the journal published, producing a citations-per-paper impact score over a five-year period (middle column) and a 27-year period (right-hand column).

SOURCE: Journal Citations Report and Journal Performance Indicators.

http://sciencewatch.com/dr/sci/09/apr12-09_2/

‘Tata Crucible – The Business Quiz’

‘Tata Crucible – The Business Quiz’ seeks to bring together sharpest young minds in India to take on the heat of the toughest business quiz in India. Youth is a key audience cluster which the Tata Group is focusing its communication at and Tata Crucible is one of the key initiatives towards this engagement.

Tata Crucible was started as a key initiative in 2004, a year which was christened as the ‘Century of Trust’ year to commemorate the death centenary of the Founder of the Group – J.N. Tata and the birth centenaries of two of its illustrious leaders – J.R.D. Tata and Naval H. Tata. It generated huge response as a high quality business quiz in the very first year and has now become an annual event. In a commissioned research Tata Crucible Campus Quiz has been judged highest rated ground quiz by the students of participating colleges.

The Tata Crucible Quiz is a team based contest (2 participants per team) and is held in 3 tracks. Two back to back tracks – separately for Tata Corporates and Non-Tata Corporates which is followed by the National Finals. The third track is held for Campus students each year which culminates into a National Final. Five editions of Crucible Corporate and Four editions of Crucible Campus have been held so far to enthusiastic response.

Tata Crucible Campus Quiz 2009 now expands its horizons to four new cities and also emerges as the biggest business quiz for campuses in India spanning across 16 key business destinations.

http://www.tatacrucible.com/campus/content/schedule.html

India Innovation Pioneers Challenge 2009

Can you change the world? Do you want to build a business that solves problems and generates long-term value? Are you looking for more control over your own destiny?

India Innovation Pioneers Challenge 2009, an innovative business plan competition where the best students, engineers and scientists in teams present how they plan to make the world a better place through their innovations and entrepreneurial skills. The Competition reaches out to the best research institutions, research labs, entrepreneurship-fostering networks and industrial associations across India and affiliates with to find the technologies and teams that can have the greatest impact. Participation in India Innovation Pioneers Challenge 2009 gets you, your technology and your team onto the premier world stage for technology entrepreneurship

Do you have a business idea? Learn how to compete. Download your own copy of Competition handbook

Scholar Sparks

Finest research and technology brains from India’s best technology research institutes, science colleges, medical schools and world’s best B-schools compete here. Click here to know more

‘DECEPTION’ AS A STRATEGY TOOL

Being predictable is not a very good strategic option. At least when it comes to outsmarting your competitors, you have to bring in an element of surprise.

In business, as in sports and war, deception is a key ingredient. It is all about leaving them guessing. Get them to play ‘catch up’ till the time they are out of their breath, and finally out of business.

I will not delve deeper into ‘how to’ deceive. The only thing to remember is that- Defensive is Predictable. So you will need to be dynamic in your approach for a sustainable long term advantage. Let me give you one example-

You can hint at heavy capital expenditure [buying a new and expensive Linear Accelerator] and get your competition to buy that equipment before you [so that they can be ‘equipped’ before you are]. In the end you do not buy that equipment. Moreover, you sell your existing underutilized machines! To top it all, you use the money generated in an aggressive campaign to capture a new market segment. Competition, which will already be cash strapped, will not have enough financial muscle to fight for the new segment. One smooth act of deception can put you on top. You can now be in a position to drive home the advantage and beat them fair and square in other areas of business.

Words of Caution- Aggressive does not mean reckless. I am not against experimenting and trying to be unpredictable. Proper homework and study is a must for any strategy. In the example cited above you will need a lot of homework to be done before you can even announce your ‘false’ plan of investing in a new Linear Accelerator. You will need to predict the probability of the competitor to buy the new machine. You will need information on their financial position. The personality traits of the decision makers in the opposite camp are an important information to have if you want to predict how they will react.

In short the mantra for this month is – Be unpredictable [but do your planning first] and accurately predict how they will react.