Introduction

In the ever-competitive realm of academia, the quest for understanding the factors that influence faculty compensation has long been a subject of intense scrutiny. A recent study published in Production and Operations Management by Richard Metters, Michael Ketzenberg, and James Abbey delves into the determinants of salary for operations management scholars, challenging the notion that publishing in top-tier “A” journals is the sole driver of financial rewards. This research delves into the intricate interplay between publications, academic activities, and remuneration.

Research Focus and Methodology

The central research question of the study investigates the factors that influence the salary of operations management faculty. Specifically, it examines whether publishing in “A” journals is the primary determinant of salary and how other activities such as teaching, service, and administration contribute to salary variations. The study is based on a comprehensive dataset that includes research, teaching, and service outcomes, along with salary information for 227 faculty members across 22 public universities.

The “A” List: Publications and Their Financial Rewards

At the heart of the study lies the age-old question: Is publishing in “A” journals the be-all and end-all for faculty compensation? The findings offer a qualified affirmation, with each publication in a top-tier journal contributing about $2,000 to an operations management scholar’s  annual salary, whereas publications in other journals contribute nothing. So the hypothetical scholar with only 15 publications, but all in “A” journals, would make $30,000 per year more than a scholar with 50 publications, but all in “B” journals.  

Interestingly, the research debunks the notion that single-authored papers carry more weight than collaborative efforts. The data reveals that the number of coauthors has no bearing on the financial reward associated with an “A” publication, suggesting that the academic community values collaborative endeavors as much as solo accomplishments.

Beyond Publications: Exploring the Non-Publishing Factors

While the impact of “A” journal publications on salary is undeniable, the study found that it is only one of many factors that contribute to faculty compensation. Notably, administrative roles emerge as significant salary boosters, with positions such as department head, director, assistant dean, and associate dean commanding substantial financial rewards. These administrative roles are the financial equivalent of publishing about 1.5 “A” journal articles each year, a rate of publication that few achieve. Achieving the high professional distinction of a “fellow” of a main professional society is also valued.

Perhaps one of the most thought-provoking findings of the research is the revelation of a persistent gender pay gap. The data unveils a sobering reality: female full professors in operations management earn a staggering $23,000 less in base salary than their male counterparts with similar publication records – a disparity that demands attention and action from academic institutions. Each of the affected female faculty and their deans were personally contacted by the authors.

Redefining Academic Success: A Holistic Perspective

What is surprising are the factors that do not yield higher salaries. In addition to “B” journal publications, publications in top-tier practitioner journals, teaching awards and awards for service to a school held no significant influence on faculty salaries. There is a notion that societal contributions should be rewarded, instead of solely publications. But measures of impact (citations and H-index) had no impact on salary, suggesting a potential disconnect between the metrics of academic excellence and the mechanisms of compensation.

Key Findings

1. Impact of “A” Journal Publications: The study finds that publications in “A” journals have a significant impact on salary. Each “A” publication contributes more than $2,000 to total annual salary, non-“A” publications contribute nothing. This underscores the importance of high-quality research output in determining financial rewards.
2. Administrative Roles: Faculty members who take on administrative responsibilities such as department head, director, assistant dean, or associate dean are well-compensated. These roles significantly contribute to higher salaries, highlighting the financial benefits of academic leadership positions.
3. Gender Disparity: A notable finding of the study is the gender pay gap. Female full professors earn approximately $23,000 less in base salary than their male counterparts. This disparity points to ongoing gender inequities within the field of operations management.
4. Coauthorship and Collaboration: The number of coauthors on a publication does not affect the financial reward associated with “A” journal publications. Single-authored papers contribute the same to salary as multi-authored papers, suggesting that collaborative work is equally valued.
5. Insignificant Factors: Other academic activities and recognitions, such as publications in non-“A” journals, top-tier practitioner journals, citations, H-index, research awards, and teaching or service awards, do not add explanatory value to salary. This finding challenges the broader assumption that all forms of academic recognition translate into financial rewards.

Implications and Opportunities

The implications of this research offer invaluable insights for both academic institutions and individual scholars. For universities, the findings underscore the need to critically evaluate their compensation structures, ensuring alignment with strategic objectives and fostering an environment that rewards and retains top talent. Additionally, the study’s revelations regarding the gender pay gap serve as a clarion call for institutions to prioritize salary equity and promote an inclusive academic culture.

For individual scholars, the research provides a roadmap for navigating the intricate landscape of career development and compensation. While publications in “A” journals remain a pivotal pursuit, the study underscores the importance of strategic decision-making, including the pursuit of administrative roles and the careful consideration of university affiliations – particularly at the associate and full professor ranks.

Embracing Nuance and Striving for Excellence

As the academic world continues to evolve, this study serves as a reminder of the nuanced and multifaceted nature of faculty compensation. While publications in top-tier journals remain the bedrock of financial rewards, the findings underscore the importance of a holistic approach that recognizes the value of diverse academic activities and contributions.

Ultimately, the true measure of academic success lies not solely in financial compensation but in the relentless pursuit of knowledge, the advancement of scholarly discourse, and the commitment to shaping the minds of future generations. As operations management scholars navigate this intricate landscape, this research offers a compass – guiding them towards strategic decision-making, equitable practices, and a deeper appreciation for the multifaceted nature of academic excellence.