Doing Research That Matters; Shaping the Future of Management

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If you believe the impact of management research and education is in decline, this book will help you play your part. Doing Research that Matters looks at an old issue from a new perspective, taking a fresh and cross-disciplinary approach to learning how we can contribute with our work to shaping the future of management. Readers are invited to sit back and relax while they are taken on a journey through the views and work of a group of exemplary professionals: top-management gurus Rob Goffee, Robert Kaplan, Barbara Kellerman, Philip Kotler, John Kotter, Howard Gardner, Costas Markides, Roger Martin, Henry Mintzberg and David Ulrich; Nobel Laureates Gerhard Ertl, Doug Osheroff, Elinor Ostrom, Jack Szostack and Harald zur Hausen; and world renowned astrophysicist Margherita Hack. In his quest to become a better management innovator, Marco Busi shares the wisdom he gained from these interviews to highlight patterns in the way pioneers identify a problem worth researching, generate an outcome worth spreading, and generally conduct a career worth having.


In an era when the impact of management research and education could be argued is in decline, this book helps readers who want to have a real impact through their management practice and/or research and allows them to truly stand on the shoulders of giants. Doing Research That Matters reveals the ways that exceptional scholars and practitioners have sparked research, done it well, and spread it to others, in the process shaping the way we live and manage. It presents a collection of views and experiences of Nobel Laureates and top management gurus such as Robert Kaplan, Philip Kotler, Howard Gardner, Costas Markides, specifically related to the concepts of research excellence, research process and research outcome. These interviews reveal how their transformative research came about, what drives it, who drives it, how it happens, and why the people who do it feel so passionate about getting the word out. Taking the reader through their life stories it highlights common patterns in the way these people identify a problem worth researching, generate an outcome worth spreading, and generally conduct a worthy professional life.



Prologue My Declaration of Intent1  Personal Introduction To The Futureers15  Chapter 1 Shaping the Future of Management by Reinventing Management Research25  Understanding What to Aim For35  Chapter 3 The Thrill of Discovery55  Finding Romantic Problems Worth Studying71  Chapter 5 Enjoy the Ride93  Chapter 6 Travelling Solo or in Groups?117  Chapter 7 Share the Experience to Make it More Valuable to You and Others139  Epilogue Shaping the Future of Management Research161  Endnotes181  About the Author197  Copyright   


Doing Research That Matters Shaping the Future of ManagementMarco Busi (editor), 200 pp, 2013, Emerald Group Publishing Limited, ISBN: 9780857247070
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Management Education for the World : A Vision for Business Schools Serving People and Planet

See on Scoop.itDual impact of research; towards the impactelligent university

Management Education for the World speaks to everybody concerned or passionate about the future of management education: consultants, facilitators, entrepreneurs and leaders in organizations of any kind, as well as policymakers and others with an interest in new and transformative thinking in the field. In particular, teachers, researchers, students and administrators will find it an invaluable resource on their journey.

For many years commentators have described what is wrong with business schools – characterizing them as the breeding grounds of a culture of greed and self enrichment in global business at the expense of the rest of society and of nature. Management Education for the World is a response to this critique and a handbook for those seeking to create knowledge for and educate a new breed of business leaders. It presents a vision for the transformation of management education in service of the common good. And it explains how such a vision can be implemented in practice. The 50+20 vision, as it is also known, was developed through a collaborative initiative between the Globally Responsible Leadership Initiative, the World Business School Council for Sustainable Business and the U.N.-backed Principles of Responsible Management Education and draws on the expertise of sustainability scholars, business and business school leaders and thought leaders from many other walks of life.

This book explores the 21st Century agenda of management education identifying three fundamental goals: educating and developing globally responsible leaders, enabling business organizations to serve the common good, and engaging in the transformation of business and the economy. It is a clarion call of service to society for a sector lost between the interests of faculty, business and the schools themselves at the expense of people and planet. It sees business education stepping up to the plate with the ability of holding and creating a space to provide responsible leadership for a sustainable world embodied in the central and unifying element of the 50+20 vision, the collaboratory.



Management Education for the WorldA Vision for Business Schools Serving People and PlanetKatrin Muff, Thomas Dyllick, Mark Drewell, John North, Paul Shrivastava and Jonas Haertle2013, EE, ISBN: 9781782547624DOI: 10.4337/9781782547648Pages: 256
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Nature Publishing Index 2012; NL nr 9 in global country ranking with 8 top Dutch universities in global top 200 universities

See on Scoop.itDual impact of research; towards the impactelligent university

The Nature Publishing Index ranks institutions according to the number of primary research articles they publish in Nature journals. Nature and its family of Nature-branded sister journals is world-renowned as the pre-eminent platform for publication of the very best international research, and it is fitting that this portfolio of high quality journals serve as a benchmark for research success and achievement.

There are many ways to assess the research output of institutions, and the Nature Publishing Index is just one that should be used alongside many. Users can drill down to find the abstracts of individual papers that make up the Index allowing deep analysis of where some of the best research across a broad range of fields is coming from.


Global top 200 is here:



Fulltext supplement:


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Taking the reins as a business school dean; challenge for business schools is to build curricula and supportive programs that account for current and future business landscapes

See on Scoop.itDual impact of research; towards the impactelligent university

Business school deans have an expansive and complex role in the fabric of the universities and communities served by their programs. Yet many newly minted deans discover that the experiences they acquire while climbing the ranks of academia or industry do not adequately prepare them for their new responsibilities. While some deans served in department chair roles where they managed a small group of faculty peers, becoming a dean requires them to oversee a broader range of issues and operations. Rather than primarily managing individual projects, they assume responsibility for a school’s research portfolio. Rather than managing relationships with a small group of faculty peers, they assume responsibility for cultivating relationships with internal staff and external stakeholders, including donors, alumni, the media, and the business community. In addition, deans assume responsibility for their school’s finances and their contribution to the broader university, and they must advocate the interests of their business school among a university’s senior leadership, donors, and government stakeholders to obtain the requisite resources to sustain programs or grow new ones. Similarly, industry experience by itself may not adequately prepare an executive-turned-dean to effectively recruit faculty or navigate change in an academic culture.


Incoming business school deans face a profoundly challenging environment. A worldwide economic downturn resulted in declining demand for MBA programs at many schools. Massive online open courses (MOOCs) undermine traditional models of education, and recruiters and employers are demanding a higher standard of talent from all schools. In addition, third-party rankings are significantly influencing schools’ reputations, the number of applications they receive, and their revenues. All of these challenges require incoming deans to shape and execute thoughtful responses.


In 2012, Deloitte’s University Relations Program interviewed 20 business school deans about their transition experiences and piloted a transition lab to help them frame critical priorities, evaluate their organizations, and develop a strategy to advance their agenda while remaining mindful of their myriad stakeholders. In an attempt to help business school deans effectively transition into their new roles, this paper synthesizes key findings from our interviews, our labs, and related experiences on executive transitions and business school strategy.



1 The hardest thing
2 The four faces of a business school dean
3 Navigating the time, talent, and relationships triangle
4 Seven ways to garner a good start
5 A privilege and opportunity


The authors:”The dean role is a unique privilege and opportunity to shape not only a school but a generation of future leaders. For many business schools, the status quo is incompatible with the realities of the emerging business landscape. Deans will have to work as strategists and catalysts with their faculty members to adapt business schools to the digitization of education and work life, new demands from recruiters for global managers, specialization for specific competencies and industries, and the needs for lifelong learning and new career models with extensive freelance work outside of a traditional corporate structure. The challenge for business schools is to build curricula and supportive programs that account for current and future business landscapes.”



Taking the reins as a business school deanDr. Ajit Kambil, Shaun Budnik

Deloitte University Press, Published April 30, 2013


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Deep Impact: Unintended consequences of journal rank; is using journal rank as an assessment tool a bad scientific practice?

See on Scoop.itDual impact of research; towards the impactelligent university


Most researchers acknowledge an intrinsic hierarchy in the scholarly journals (‘journal rank’) that they submit their work to, and adjust not only their submission but also their reading strategies accordingly. On the other hand, much has been written about the negative effects of institutionalizing journal rank as an impact measure. So far, contributions to the debate concerning the limitations of journal rank as a scientific impact assessment tool have either lacked data, or relied on only a few studies. In this review, we present the most recent and pertinent data on the consequences of our current scholarly communication system with respect to various measures of scientific quality (such as utility/citations, methodological soundness, expert ratings or retractions). These data corroborate previous hypotheses: using journal rank as an assessment tool is bad scientific practice. Moreover, the data lead us to argue that any journal rank (not only the currently-favored Impact Factor) would have this negative impact. Therefore, we suggest that abandoning journals altogether, in favor of a library-based scholarly communication system, will ultimately be necessary. This new system will use modern information technology to vastly improve the filter, sort and discovery functions of the current journal system.


The authors:

“We would favor bringing scholarly communication back to the research institutions in an archival publication system in which both software, raw data and their text descriptions are archived and made accessible, after peer-review and with scientifically-tested metrics accruing reputation in a constantly improving reputation system (Eve, 2012). This
reputation system would be subjected to the same standards of scientific scrutiny as are commonly applied to all scientific matters and evolve to minimize gaming and maximize the alignment of researchers’ interests with those of science (which are currently misaligned Consequences of Journal Rank (Nosek et al., 2012)). Only an elaborate ecosystem of a multitude of metrics can provide the flexibility to capitalize on the small fraction of the multi-faceted scientific output that is actually quantifiable. Such an ecosystem would evolve such that the only evolutionary stable strategy is to try and do the best science one can.”



Citation: Brembs B, Button K and Munafò M (2013). Deep Impact: Unintended consequences of journal rank. Front. Hum. Neurosci. 7:291. doi: 10.3389/fnhum.2013.00291

Received: 25 Jan 2013; Accepted: 03 Jun 2013.

doi: 10.3389/fnhum.2013.00291


Keywords: Impact Factor, Journal Ranking, Statistics as Topic, misconduct, Fraud, Publishing, Open access, scholarly communication, Libraries, Library Services

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Research impact and scholars’ geographical diversity

See on Scoop.itDual impact of research; towards the impactelligent university


In recent years there has been a sharp increase in collaborations among scholars and there are studies on the effects of scientific collaboration on scholars’ performance. This study examines the hypothesis that geographically diverse scientific collaboration is associated with research impact. Here, the approach is differentiated from other studies by: (a) focusing on publications rather than researchers or institutes; (b) considering the geographical diversity of authors of each publication; (c) considering the average number of citations a publication receives per year (time-based normalization of citations) as a surrogate for its impact; and (d) not focusing on a specific country (developed or developing) or region. Analysis of the collected bibliometric data shows that a publication impact is significantly and positively associated with all related geographical collaboration indicators. But publication impact has a stronger association with the numbers of external collaborations at department and institution levels (inter-departmental and inter-institutional collaborations) compared to internal collaborations. Conversely, national collaboration correlates better with impact than international collaboration.



The authors:”The fact that international collaboration has a lower correlation to publications’ impact may bedue to the apparent challenge of collaboration across national and cultural boundaries. The reason for intra-departmentalcollaboration’s low correlation to publications’ impact may be explained by exchanging redundant knowledge among theresearchers in the same departments (as usually have access to similar kinds of resources and equipment).Therefore, the findings support that having co-authors with diverse knowledge and skills enhance scholars’ knowledgeand experience through decreasing the research project process, including writing and revision process of publication (asthe output of the work) and also improving the impact.”




Journal of Informetrics

Volume 7, Issue 3, July 2013, Pages 683–692

  Research impact and scholars’ geographical diversityAlireza Abbasi,   Ali Jaafari,
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