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The type of material you should be reviewing typicallywould include reports, dissertations/theses, books, journal articles, professional pamphlets,surveys and questionnaires.If there is very little information in your chosen area you have a couple of options. Firstly, youcould extend or redirect your field of enquiry, so that it incorporates significant researchliterature. Secondly, you might consider it sensible to choose another topic.In any event, what you are doing essentially is building on and extending the work of others. Thisis incremental and cumulative approach to research in which you are clearing away some of theundergrowth, showing that you understand the topic, demonstrating the use of analytical skills,and clarifying significant and interesting issues.WHAT YOU SHOULD DOWhat you should aim to do with your literature review is to build an argument that seeks to defineyour research area and show how it relates to what has already been done.
Building an argumentmeans that you must discuss the ideas of other authors. In this way you attempt to convince thereader of the legitimacy of the research. So, at the end of your review you should state yourhypothesis or research question. And this question or hypothesis should emerge naturally out ofthe discussion of the literature.WHAT YOU SHOULD NOT DOThe literature review is not a list of books/articles that you may have read.
Such a list belongs onlyin the bibliography.You are not preparing a report. This means that you do not create islands of information that onlytells us what separate authors have ‘concluded’ or ‘found’ or ‘stated’. If that is all you do thereader will be asking ‘so what?’ or ‘why tell us that?’ or ‘what is the connection between thesewriters and your theme?’ or ‘how are you going to use their work?’.Do not quote from authors unless it is fundamentally important. This rule should be observedthroughout your dissertation.
Explain ideas in your own words and this will help you to developyour own style – and avoid plagiarism. In some instances, however, as in the examination of legaljudgments, this rule needs to be a little more relaxed – but not abandoned.18So, in presenting your review make sure that there are no lists, no islands of information, and veryfew quotations if any.
With that in mind read and critically evaluate the following studentexamples of a literature review.19EXAMPLESLITERATURE REVIEW 1In the last few decades numerous articles on the experienced specialists’ career choices haveappeared. But permanently changing business environment caused interest in how youngspecialists or even graduates make their first career decisions – in the current situation of highmarket volatility and sharp competition it is the energy and high potential of the young generationthat can help the companies to win the competition game. Despite the ubiquity of this reallypractical problem, this question has received surprisingly little attention. Despite the evidenceimportance, most of the professional and scholarly literature on career choices has neglectedgraduates; specific features and considers them just as a part of labor force.One of the most outstanding contributions in this scientific area was made by Ed Michaels(McKinsey expert and free-lance consultant and not a scientist at all!).
His book “The War forTalent” (1997) was published in the mid of 1990s and since that time the term Talent Managementhad been heard more and more in the field of HR, usually in reference to methods used by anorganization to acquire, develop and keep talented employees at all company levels includingentry positions. The War for Talent describes the challenge faced by companies today. They areengaged in an ongoing battle to attract and retain multi talented people in an environment wherethe economy is growing and the working population is on the decrease.Effective Talent Management is driven by the belief that the right people in the right positions willprovide the organization with the competitive edge, with benefits for both the individual and thecompany. The author emphasizes that not only experienced talents must be attracted but also theyoung ones who will lead the business in the future.Effective Talent Management also ensures that the right people are available at the right time sothat key business objectives can be achieved.
Through initiatives that are supported by theleadership down, it can refer a whole organizational culture or mindset in which talent within theorganization is managed strategically in line with business objectives.Deep theoretical research aimed at revealing the impact of organizational conditions andenvironment, the leadership company’s tradition on the newcomers (both experienced or not) wasperformed by Edgar Schein in his world famous book “Organizational Culture and Leadership”(1992). Edgar Schein looks into the origins and evolution of culture within an organization andprovides readers with a functional approach to culture management.
He shows how leadershipstyles affect the newcomers (especially non-experienced) and how important it is to create afriendly environment to keep the best people from the labor market. Schein’s methodology, thoughcomplex, serves as a useful tool in understanding and dealing with cultural change and theimportance of leadership in cross-cultural integration. His work demonstrates how leaders createand how culture defines and establishes leaders.Specific analysis of career choices of young specialists (including deep analysis of national andglobalization aspects and factors) is performed by Zeynep Aycan in his article “Career Choices, Job20Selection Criteria, and Leadership Preferences in a transitional nation: the Case of Turkey” (2003),by Veronica Shipp in her article “Factors Influencing the Career Choices of African AmericanCollegians: Implications for Minority Teacher Recruitment” (2008) and by Amos Drory in his“Expectancy Theory Prediction of Student’s Choice for Graduate Studies” (1980).
Results achievedin these surveys seem to be quite similar (which is not surprising) and revealed that having powerand authority, peaceful work environment, opportunity for career advancement, and pay were themost motivating factors in job selection for young specialists, whereas close supervision andguidance, praise from supervisors, feedback on performance, and sense of belonging were theleast motivating ones. Charismatic leadership was found to be the most preferred style followed byparticipative, paternalistic, and bureaucratic styles. Finally, career choices were mostly affected byintrinsic factors (i.e.
self aspirations), whereas interpersonal factors (i.e. significant others’expectations) were least influential. The findings were discussed in light of dynamic and changingcultural characteristics of the society. Globalization is also of great importance and mostly becauseof it the results of national research are so close: there is no difference between students’ andgraduates’ career choices in very different countries such as Turkey and the US.The most important practical implication of this research is that it provides insights into successfulcareer counseling in multicultural societal and organizational settings. Knowing values,preferences, and expectations of young people allows guiding them into right employmentsettings, and this will ensure person-organization fit.
Moreover, tracing cultural changes and theirimplications on career development would enable us to provide a life career development plan toindividuals who are ‘always in the process of becoming’ due to changing value structures.Summarizing the literature that covers the analysis of career choices, job selection criteria, andleadership preferences we must stress that a number of overview articles considered the topicquite profoundly. Although the results of this study cannot be unconditionally applied to all typesof labor market participants, it’s quite clear that these research findings garnered in the studiesrepresent a step toward to concrete explanation for the specificities of young specialists’ careerpreferences.21LITERATURE REVIEW 2Finance theory tells us that the market value of a firm is an unbiased estimate of the present valueof the expected future cash flows accruing to the currently outstanding shares.
However, onaverage, firms acquire other firms at substantial premiums over market values. Mergemarketreport that for the 2000-2009 period premiums averaged as much as 30% over market value oftarget companies. My research is concerned with developing the model for estimation of premiumvalue in merger and acquisitions deals on developing markets. Currently, there are no researchpapers which consider simultaneously all relevant factors which determine premium value. Authorsconcentrate on the influence of particular factor and introduce some additional factors ascontrolling variables.The most important factor is synergetic effect of the potential deal.
Slusky and Caves (1991) foundthat the premium increases with financial not with real synergies. Their research also showed thatthe presence of either actual or potential rival bidders has a powerful effect on the premium value.Varaiya (1987) also considered these factors as most significant determinants of premium,Therefore, my basic model should include these factors as explanatory variables.The next important factor is method of payment. Travlos (1987) found that there are significantdifferences in the abnormal returns between common stock exchanges and cash offer.
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