Organizational sciences’ obsession with “that’s interesting!”: Consequences and an alternative

We suggest that the organizational science’s increasing preoccupation with “interesting” theories and “counterintuitive” facts can lead to nonreplicable findings, fragmented theory, and irrelevance. The focus on the interesting and novel reveals a profound misunderstanding of the scientific enterprise. Organizational scholarship will be better off if it reverts to according primacy to the problem being solved over novel theory development.