Title: Examining tournament theory in academe: implications for the field of human resource development

Authors: Ross E. Azevedo; Mesut Akdere; Eric C. Larson

Addresses: Human Resources and Industrial Relations, Center for Human Resources and Labour Studies, 3-300 Carlson School of Management, University of Minnesota, 321 19th Avenue, South, Minneapolis, MN 55455, USA ' Department of Administrative Leadership, University of Wisconsin-Milwaukee, P.O. Box 413, Milwaukee, WI 53201, USA; Department of Business Administration, College of Business, Antalya International University, Üniversite Cad. No:2, Döşemealtı, Antalya, 07190, Turkey ' College of Business, University of Illinois at Urbana-Champaign, 350 Wohlers Hall, 1206 S. Sixth Street, Champaign, IL 61820, USA

Abstract: In a unique approach to applying theory to practice based on concepts of participant observation, this paper discusses and analyses potential applications of tournament theory to the academe with specific implications to the field of human resource development (HRD). For purposes of this paper, tournament theory, originally intended to explain large compensation packages given to CEOs and other executives, provides analysis and predictions for academe and specifically to the field of HRD, where predictions are not very optimistic for those entering the field as academics. The paper argues that tournaments in academe are becoming more complex and more difficult to compete and win, thus making it much more difficult to advance in the academe.

Keywords: tournament theory; human resource development; HRD; academe; organisational hierarchy; career freeze; academia; universities; higher education; academics.

DOI: 10.1504/MEJM.2013.054069

Middle East Journal of Management, 2013 Vol.1 No.1, pp.49 - 62

Received: 26 Dec 2012
Accepted: 26 Dec 2012

Published online: 05 Jul 2014 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article