Pay it Forward and Free your Data! Fear in the Way of Data Sharing in Management Research

Imagine this scenario: You have just published a multi-year, data-rich paper. It was hard, time-consuming, and consequential work. You pushed the boundaries in a real add-on contribution to knowledge. Two days after the paper is published, you Tweet and LinkedIn post your substantive findings, because that is what we do today. You then receive a spontaneous email: ‘I loved your paper. In fact, I am working on something similar. Can you share your data with me or point me to where your data are stored, and maybe show me some of your study processes and analysis plan or coding?’ What would you do? That's the dilemma we faced when receiving this query. When we asked our colleagues about their reaction to this request, most said they know sharing data is helpful, but were just not confident enough in the act of sharing itself. And this got us wondering; does our outlook on data ownership undermine fundamental principles of high-quality and open science?

The journey of scientific discovery is built on the bedrock of data sharing, a principle that has propelled fields from astronomy to medicine towards ground-breaking advancements (Anagnostou et al., 2015). Yet, within the corridors of management research, the notion of sharing our data fills many of us with a sense of dread. This fear isn't unfounded; it stems from a combination of concerns over data misuse, ethical breaches, and the potential for our work to be scooped before we've had the chance to stake a claim in the academic community. Our own journey through the academic landscape has been punctuated by moments that underscore this fear. One of the authors recalls the tension that followed a brown bag session where, for transparency, data were shared, only to face immediate backlash from a co-author worried about the research being captured by those in attendance. This incident reflects a broader sentiment that pervades our field: a guarded approach to research, where the desire for collaboration is often overshadowed by a fear of losing control over valuable data and our contributions.

Despite the clear benefits of data sharing, exemplified by the development and dissemination of COVID-19 vaccines through open data practices (Duan et al., 2022), the management research community remains trapped in a paradox: We acknowledge the importance of making our data findable, meaning accessible and transparent (Kowalczyk and Shankar, 2011), yet we hesitate, disincentivized and limited by fear and uncertainty. This reluctance hinders not just the reproducibility and integrity of our work but also its potential impact.

This essay is a personal reflection on the barriers that keep us all from sharing our data more freely.^[1] It is a call to confront the fears that hold us back, to recognize the value of data openness, not just for the sake of compliance, but for the advancement of knowledge itself. As we navigate these complex issues, we must challenge ourselves and our institutions to foster a culture where sharing is not seen as a risk but as a responsibility – a fundamental shift that could redefine the future of management research.

In our opening case, we highlighted how our journey into data sharing began after a major project that required years of data collection and analysis, involving significant time, effort, and ownership rights. Although we took pride in our published work, the idea of sharing our data initially seemed to diminish its value, triggering apprehension linked to four fears deeply embedded in academic life. Recognizing and confronting these fears is essential to fostering better data sharing practices.

Through our data sharing journey, we have identified two key insights. First, overcoming the fear of sharing begins with self-awareness. Recognizing our initial reluctance as a defence mechanism was crucial, leading us to reconsider our stance on data sharing. We understood that, though legitimate, our fears could be mitigated with a proper mindset and tools. Second, we acknowledged the necessity of transitioning from individual ownership to collective stewardship. This shift entails not only changing practices but also adopting a mindset of collaboration over apprehension. Failure to confront these fears risks reinforcing the notion that sharing is too hard, ignoring the potential for collective management of these concerns.

Our experience illustrates the importance of these insights. Initially focused on problems, we shared data in a way that alleviated our fears. Upon reflection, we identified six actionable steps to address data sharing apprehensions, highlighting the value of a comprehensive strategy to tackle these fears.

In drafting this essay, one of us faced a common hurdle in academia: seeking specific data (correlation coefficients) from authors and encountering non-responsiveness or refusal. This experience underscores a wider reluctance in management research to share data, fuelled by valid concerns and perpetuating a cycle of withholding information. But this reluctance stalls the development of data sharing guidelines and policies, limiting the field's growth potential. Open science holds universal benefits, yet fears about data sharing persist, necessitating innovative approaches and a shift in mindset. Drawing from successful models in fields like science or medicine, we can overcome these barriers for both qualitative and quantitative data. Advancing management research requires a collective effort to promote data availability, engage in dialogue on research practices, and sharing training. By confronting fears around data sharing, we can foster a more collaborative future in management research, embracing open science to unlock our data's full potential.