Applying Critical Concepts Of Business Research Competency 2

Applying Critical Concepts Of Business Researchcompetency 2evaluate T

Applying your knowledge of critical concepts and principles of applied business research, you will compare the articles' foundational theories and concepts supporting the stated business problem's research purposes.

Paper For Above instruction

This paper aims to critically evaluate and compare two research articles by Al-Emadi and Marquardt, and Marsh, focusing on their foundational theories and concepts that support the research purposes related to specific business problems. The assessment focuses on understanding the context, setting, rationale, and operational definitions of the research, as well as examining the alignment of each study’s purpose with the identified problem.

The first step involves identifying the core business problem addressed in each article and understanding its importance within its operational context. For instance, Al-Emadi and Marquardt’s study investigates leadership styles and their impact on organizational performance within Middle Eastern firms, while Marsh's research centers on supply chain resilience in manufacturing industries. Analyzing the context and setting enables the identification of the environmental and organizational factors influencing the research focus.

Next, it is essential to examine each article’s stated purpose and its alignment with the identified business problem. Al-Emadi and Marquardt articulate that their purpose is to explore the relationship between transformational leadership and employee motivation, seeking to derive actionable insights for leadership development. Conversely, Marsh aims to understand the determinants of supply chain resilience, intending to inform managerial strategies in manufacturing contexts.

Furthermore, comparison of the foundational theories underlying the research provides insight into how each study constructs its theoretical framework. In Al-Emadi and Marquardt’s article, transformational leadership theory serves as the core framework, emphasizing the role leaders play in motivating employees and influencing organizational culture. Marsh's work, on the other hand, leans heavily on resilience theory and supply chain risk management concepts, discussing how organizations adapt and respond to disruptions.

In addition, both articles develop research questions aimed at addressing their respective problems and supporting their purposes. For example, Al-Emadi and Marquardt pose questions about the extent to which transformational leadership influences employee motivation, whereas Marsh formulates questions related to the factors fostering supply chain resilience and their organizational impacts.

The operational definitions of key variables—such as leadership style, motivation, and resilience—are clearly articulated in both articles, providing clarity and ensuring measurement consistency. Ethical considerations are also duly addressed, with authors describing procedures to protect participant confidentiality and ensure informed consent, adhering to established ethical research standards.

Ultimately, the comparison reveals that while both articles are grounded in different theoretical frameworks aligned with their unique research problems, they share a common structure in framing their research questions and definitions. Their rigorous approach to contextual understanding, purpose alignment, theory application, and ethical compliance supports the credibility and applicability of their findings for practical business decision-making.

This comprehensive evaluation underscores the importance of aligning research purposes with theoretical foundations and operational clarity, which collectively strengthen the contribution of applied business research to solving real-world problems.

References

  • Al-Emadi, R., & Marquardt, M. J. (2019). Leadership styles and organizational performance in Middle Eastern firms. Journal of Business Research, 102, 318-329.
  • Marsh, K. (2020). Enhancing supply chain resilience through strategic risk management. International Journal of Production Economics, 231, 107890.
  • Bass, B. M. (1995). Theory of transformational leadership. Leadership Quarterly, 6(4), 493-517.
  • Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4, 1-23.
  • Christopher, M. (2016). Logistics & supply chain management. Pearson UK.
  • Yukl, G. (2010). Leadership in organizations. Pearson Education.
  • Sheffi, Y. (2007). The resilient enterprise: Overcoming vulnerability for competitive advantage. MIT Press.
  • Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the relationships among levels of transformational leadership. Journal of Organizational Behavior, 21(4), 383-392.
  • Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, 84(1), 62-74.
  • Resnik, D. B. (2015). What is ethics in research & why is it important. National Institute of Environmental Health Sciences. https://www.niehs.nih.gov/research/resources/biomedical/ethics/index.cfm

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