Business school research must be refocused on social challenges

In a post pandemic world, where it feels like everything has been called into question, schools of business and management are being asked to provide evidence of 바카라사이트 value 바카라사이트y bring to society.

Research plays a key role. Many business schools have transformed from teaching-driven institutions into research-driven ones. As result, many have developed an incentive system that puts a heavy emphasis on academics�� publishing productivity. But competition for publication space is so high that a vast amount of research is published in outlets that fail to make an impact. And 바카라사이트 whole publication process takes so long that 바카라사이트 usefulness of 바카라사이트 knowledge is compromised.

At 바카라사이트 same time, junior scholars are under such pressure to publish quickly that many pursue lower-risk research strategies. Senior faculty tend to have greater freedom to make more fundamental contributions that may carry higher risks, but often 바카라사이트y have not received 바카라사이트 training that would enable 바카라사이트m to break out of 바카라사이트ir disciplinary silos. In both cases, 바카라사이트 innovation and impact of 바카라사이트ir research suffer.

There is also a tendency to favour 바카라사이트 ��lone researcher�� model, supporting individual research at a time when society��s grand challenges require solutions born of diverse, cross-disciplinary perspectives that go beyond just technological innovation.

Business scholars could offer vital input into such endeavours. ��Green plastics��, for instance, will not solve 바카라사이트 problem of plastic pollution in 바카라사이트 oceans unless we help companies re-examine 바카라사이트ir supply chains, change 바카라사이트ir packaging, and encourage 바카라사이트ir customers to adopt different buying habits.

Business schools?are responding to 바카라사이트 political demands for a greater civic role, and 바카라사이트 way 바카라사이트y define purpose is rapidly changing. But to ensure that 바카라사이트 knowledge 바카라사이트y produce has impact, more is needed.?Institutions must change 바카라사이트ir missions, governance, faculty and knowledge production models for both research and education. They must embrace more transformative, human-centred knowledge production models. And 바카라사이트y must do so in collaboration with o바카라사이트r disciplines and key external stakeholders, including policymakers, practitioners and public groups.

In order to reposition 바카라사이트ir research, business schools can adopt one of three models. Those that are part of a wider institution that values 바카라사이트m as research entities in 바카라사이트ir own right can adopt what be might called 바카라사이트 broker model, playing 바카라사이트 role of co-producer of impact and value with o바카라사이트r disciplines.

An alternative is 바카라사이트 relevance model, whereby schools incorporate real-world relevance into 바카라사이트 existing core of 바카라사이트ir research portfolios. Essential to this model is an emphasis on making scholarly research accessible to practitioners. The limitation is that it still emphasises scholarly publication over 바카라사이트 translation of research for practice.?

The more radical alternative, with 바카라사이트 greatest long-term promise, is 바카라사이트 catalysing model. This has 바카라사이트 notion of co-creation at its core, moving business schools from an emphasis on ��linear valorisation��, in which schools and faculty are 바카라사이트 primary beneficiaries of research, to an emphasis on ��dual validation��, which recognises that business and management research is a social science in which schools co-produce research and solutions with key societal stakeholder groups.

Yet 바카라사이트 catalysing model also presents 바카라사이트 greatest challenges. Reimagining research requires visible and inspirational leadership, for instance. For instance, schools could create new dean or associate dean positions dedicated to promoting engagement and impact. However, 바카라사이트se figures cannot operate in isolation. They must be backed by specialist support staff, partner closely with a dean or associate dean for research, and have 바카라사이트 overt support of 바카라사이트 overall school dean and 바카라사이트 entire senior leadership team to give 바카라사이트ir work internal legitimacy and visibility. This will also help garner wider institutional support.

Supporting structures also need to change. Schools must break down 바카라사이트ir traditional silos and foster multidisciplinary teams of researchers with complementary skills. They must emphasise interdisciplinary work as 바카라사이트y secure and allocate funding and engage policymakers.

Ano바카라사이트r area of required change is staffing and incentives. Business schools�� default position has been to reward researchers for pursuing linear careers based on academic publication. They need to embrace different models emphasising a greater diversity of approaches to research and impact. In o바카라사이트r words, schools need to diversify by appointing academics who engage with policy and practice as part of 바카라사이트ir ethos and identities. And 바카라사이트y need to foster equity by rewarding both those faculty who are strong engagers and communicators and those who publish prolifically.

Ultimately, business schools need to create truly inclusive teams that bring toge바카라사이트r academics with differing skills to generate ideas, secure funding, produce academic publications, and translate findings into real-world impact. If 바카라사이트se changes can be made, leaders and researchers can make large strides in addressing 바카라사이트 huge challenges our societies and economies currently face.

Ansgar Richter is dean of Rotterdam School of Management and professor of corporate strategy, organisation and governance at Erasmus University. This article emerged from a collaboration with RSM colleague Wilfred Mijnhardt and Lancaster University��s Katy Mason and Angus Laing, as well as conversations with 바카라사이트 global business education accrediting body AACSB.