How to get Published in the Best Management Journals
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How to get Published in the Best Management Journals

Edited by Timothy Clark, Mike Wright and David J. Ketchen Jr.

This much-anticipated book is a comprehensive guide to a successful publishing strategy. Written by top journal editors, it introduces the publishing process, resolves practical issues, encourages the right methods and offers tips for navigating the review process, understanding journals and publishing across disciplinary boundaries. As if that weren’t enough it includes key contributions on open access, publishing ethics, making use of peer review, special issues, sustaining a publications career, journal rankings and increasing your odds of publishing success. This will be a must read for anyone seeking to publish in top journals.
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Chapter 4: Ethics and integrity in publishing

Ben R. Martin


Academic researchers operate in an increasingly competitive environment. They compete for research funds (with success rates for grant applications now often below 20 per cent), tenure and promotion. Their institutions compete in research assessment exercises or in international university rankings. Academics are subject to ever more intrusive forms of evaluation, often heavily dependent on performance indicators linked to success in publishing – in particular, numbers of publications, numbers of citations, numbers of articles in ‘top’ journals (frequently linked with journal impact factors) and one’s h-index. For most of its history, the academic community has operated within fairly loose norms and conventions with regard to what constitutes ‘research integrity’ and the ethics of publishing (Schminke, 2009, p._586). That was sufficient until quite recently. Academics constituted a ‘Republic of Science’, in which a combination of the values instilled in young researchers and ‘self-policing’ through peer review ensured the great majority did indeed carry out their research with integrity (Anderson et al., 2013, pp._220–222; Martin, 2013, p._1005). Research misconduct was infrequent and generally low-level, with the penalties for transgressing (loss of reputation, funding or position) strong enough to deter all but a few (Martin, 2012, p._97).

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