This paper reviews the field of management studies, particularly the research on organizational behavior and human resource management, from the perspective of evidence. The purpose of this paper is to position evidence-based management (EBMgt), which emerged in management studies after 2000, within the field of management studies. We will review the research groups such as scientific management, human relations theory, and new human relations theory from the perspective of how each of them viewed evidence. This enable us to understand EBMgt in the context of its development as a school of thought.

This study empirically examines the match/discrepancy between practitioners’ lay theory and scientific evidence in Japan, with reference to the work of Rynes et al (2002). Specifically, we examine this issue through a comparison of original data obtained from survey research on 230 Japanese HR professionals, 314 non-HR-related Japanese businesspersons and 124 Japanese university students with the results of Rynes et al. (2002).

This study empirically examines the extent to which HR professionals recognize academic concepts emerging from research in human resource management, as well as business concepts without academic origins, and whether they apply these terms in practice. Additionally, the study explores the pathways through which these concepts are acquired and evaluates the relationship between the alignment of respondents’ lay theories and scientific evidence with these acquisition routes.

This paper explores the role of “evidence” in the field of management accounting. By introducing the unique feature “Towards Evidence-Based Management Accounting Research,” published in the Japanese Journal of Management Accounting, in particular, the paper aims to derive implications for the field of business administration as a whole. In conclusion, the paper highlights the following two elements: (1) the necessity of research that aims to produce economic outcomes within business administration and (2) the contribution of evidence-based research to business practice through two key avenues: the provision of research findings and the development of methodologies.

Until a decade ago, the dominant understanding of competitive factors in platform businesses centered around network effects. More recent literature, however, has shifted focus to different contexts of network effects, raising questions such as how platform firms obtain engagement from complementors and retain complementors on their platforms. Despite increased scholarly interest in complementor engagement within platform businesses, its precise role in the relationship between platform boundary resources and complementor engagement remains insufficiently explored in management research. This paper examines how platform firms manage complementor engagement through platform boundary resources.

This study explores how gender and power relations influence participants’ individualized learning in communities of practice. By analyzing the learning process on a production line composed exclusively of child-raising female workers in a Japanese parts manufacturing company’s factory, the study reveals the following three key theoretical implications: the relativization of the ways of participation, the construction of competence rooted in power relations, and inclusion achieved through socio-material exclusion.

Previous research on mergers and acquisitions (M&A) has identified the innovative work behavior (IWB) of employees from acquired firms as a critical factor for M&A performance. However, the influence of post-merger integration (PMI) on IWB remains unclear. This study examines the relationship between task integration and justice—specifically distributive justice and procedural justice—and their effects on IWB during contextual shifts over time. Hypotheses are tested using an online survey of 622 employees from acquired firms. As a result, the study finds a negative relationship between task integration and IWB, indicating that the disruptive effects of task integration may outweigh its benefits for knowledge sharing. Conversely, distributive and procedural justice positively correlate with IWB, highlighting that workplace justice fosters trust and commitment, which encourage innovative behavior. These findings emphasize the importance of balancing task integration and justice measures in M&A strategies to promote employee IWB.