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By Ian A. Glendon, Briony M. Thompson, Brett Myors

Advances in Organisational Psychology provides a magnificent array of latest issues in business and organisational psychology from the Asia-Pacific region.

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International Journal of Selection and Assessment. Special Issue: Counterproductive behaviors at work, 10, 5–11. Sackett, P. , & DeVore, C. J. (2002). The structure of counterproductive work behaviors: Dimensionality and relationships with facets of job performance. In N. Anderson, D. Ones, H. Sinangil, & C. ), Handbook of industrial, 34 Organisational Psychology's Hits and Misses work and organizational psychology (Vol 1: Personnel psychology, pp. 145–164). Thousand Oaks, CA: Sage. Salgado, J.

To illustrate this point, let me pick on an allied discipline, management. The two leading journals in this field, Academy of Management Review (AMR) and Academy of Management Journal (AMJ), share an interesting characteristic — a requirement that all articles advance theory. AMR is dedicated to papers that develop and advance theory, and it does not consider empirical research for publication. AMJ considers empirical papers, but there is a requirement (sometimes implicit, sometimes explicit, depending on the editor) that all papers submitted to the journal advance theory as well as presenting data.

Advancing theory is certainly a good thing, but making a fetish of theory leads to the paradoxical situation in which theories become increasingly complex and convoluted as each new paper is presented. The net result is a proliferation of theories and the detailed elaboration of each new theory to the point where it starts to teeter and fall. I think the requirement that every piece of research must advance theory leads to bad theory, and I also think that this overemphasis on theory means that the field misses out on important findings.

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