Delivering Impact In Management Research

Impact is of increasing importance to all researchers, given its growing centrality to those who fund, assess and use research around the world. Delivering Impact in Management Research sets out a detailed and nuanced analysis of how research impact is best delivered in practice. Starting with a rich conceptualisation, the authors move on to discuss models through which meaningful impact is framed and delivered. The book explains processes, skills and approaches to impact, along with examples and insights into potential pitfalls and solutions. Examples are drawn from around the world and systems such as the UK Research Excellence Framework (REF) are discussed as part of a key contribution to primary debates globally. A significant contribution to the long-standing discussion about relevance in business, management and organisation studies research, this concise book is essential reading for scholars and university administrators seeking to advance their understanding of delivering and demonstrating world-class research that matters.

Universities, governments, faculty-evaluation committees, grant-bestowing institutions, scholars, and accreditation organizations have increasingly insisted on identifying and placing value on research impact. Valuation of research and scholarly output predicts innovation, affects careers, and guides resource allocations worldwide. This book joins the burgeoning conversation in management and the social sciences with theoretical and applied discussions of the concepts, measurements, costs and benefits that accrue to pursuing scholarly impact. The author draws on a pioneering study by the Academy of Management that asked its global membership of 20,000 how they assessed scholarly impact, including rankings and impact factors, and how institutions supported this pursuit. Through qualitative and quantitative cross-country analysis by professorial rank, geographical region and support for various metrics, as well as exploration of parallel discussions in the social and hard sciences, the author argues for an urgent re-examination of the visible and invisible hands of research evaluation that shape lives and global societies. The book presents original data on the external impacts of management research on policy, through the media, and in interest displayed by constituencies, which will make the book of interest to researchers, academics and students in the fields of business and management. Recommendations from leading management scholars and from the data follow for more valid, more reliable and less cynical metrics of research impact.

This book contributes to the growing body of work addressing the processes and consequences of national governments’ audits of the performance of higher education institutions (HEIs) in different countries. The book discusses one recent area of focus within these audits, namely the measurement of universities’ societal and economic impact. The Research Impact Agenda offers a problematisation of the research impact agenda, especially in relation to the impact generated by academics based in schools of business and management. It scrutinises the often unintended but nevertheless significant consequences of this agenda for individuals and higher education institutions, such as the reproduction of existing inequalities in academia and the crowding out of other key activities of business schools. It puts forward a range of recommendations for researchers, policymakers, university and business school leaders, and individual academics. The book will be of interest to a wide range of readers – regardless of their formal position, organisational affiliation or career stage – who consider it important to reduce and remove inequalities and inequities within the HE sector and to make universities and business schools more inclusive. The readers will benefit from the opportunity to engage in reflection aimed at transforming the current framing, delivery and assessment of business and management research impact.

"Universities, governments, faculty-evaluation committees, grant-bestowing institutions, scholars, and accreditation organizations have increasingly insisted on identifying and placing value on research impact. Valuation of research and scholarly output predicts innovation, affects careers, and guides resource allocations worldwide. This book joins the burgeoning conversation in management and the social sciences with theoretical and applied discussions of the concepts, measurements, costs and benefits that accrue to pursuing scholarly impact. The author draws on a pioneering study by the Academy of Management that asked its global membership of 20,000 how they assessed scholarly impact, including rankings and impact factors, and how institutions supported this pursuit. Through qualitative and quantitative cross-country analysis by professorial rank, geographical region and support for various metrics, as well as exploration of parallel discussions in the social and hard sciences, the author argues for an urgent re-examination of the visible and invisible hands of research evaluation that shape lives and global societies. The book presents original data on the external impacts of management research on policy, through the media, and in interest displayed by constituencies, which will make the book of interest to researchers, academics and students in the fields of business and management. Recommendations from leading management scholars and from the data follow for more valid, more reliable and less cynical metrics of research impact"--

Though project management can be traced back thousands of years, it is only recently that organizations have begun to apply systematic and scientific tools and techniques to manage complex projects. Recently, researchers and practitioners have adapted different academic disciplines to contribute to the body of knowledge in project management. Such disciplines as network scheduling techniques, decision-making tools, resource allocations and optimization approaches come from the Management Science discipline. Organizational dynamics theories provide insight and recognize the benefits of project driven organizations. Supply chain management and business process outsourcing have also impacted organizational effectiveness and attitude on managing projects. Project management is greatly affected by allied disciplines and in return, it influences them. Therefore, innovative theories, trends and challenges discovered through investigating allied disciplines of project management have important implications and allocations in the future of project management. Impact on Project Management of Allied Disciplines is a collection of academic studies related to trends in allied disciplines of project management and how they might significantly impact project management in the future. Table of Contents: I.IntroductionII.Project Management Research Trends of Allied DisciplinesIII.Analyzing Project Management Research Trends from Eight Allied DisciplinesIV.The Future of Project Management and Allied DisciplinesV.ReferencesVI.Appendices

Artificial intelligence (AI) and knowledge management can create innovative digital solutions and business opportunities in Asia from circular and green economies to technological disruption, innovation, and smart cities. It is essential to understand the impact and importance of AI and knowledge management within the digital economy for future development and for fostering the best practices within 21st century businesses. The Handbook of Research on Artificial Intelligence and Knowledge Management in Asia’s Digital Economy offers conceptual frameworks, empirical studies, and case studies that help to understand the latest developments in artificial intelligence and knowledge management, as well as its potential for digital transformation and business opportunities in Asia. Covering topics such as augmented reality. Convolutional neural networks, and digital transformation, this major reference work generates enriching debate on the challenges and opportunities for economic growth and inclusion in the region among business executives and leaders, IT managers, policymakers, government officials, students and educators of higher education, researchers, and academicians.

Project management (PM), traditionally employed to implement projects, has developed into Organizational Project Management, as organizations are increasingly using projects to deliver strategies. The emergence of program and portfolio management has also contributed to this move. PM researchers need to become more innovative in their research approaches. They need to connect with the broader currents of social science in relevant fields, such as organization theory. Outside the specific field, there is a great deal that can usefully be imported, transformed, and translated so that it is fit for project management research purposes. More trans-disciplinary, translational, and transformational approaches for conducting project-related research are required, and this book goes a long way to providing foundations for them. The book encompasses reflections on fundamental questions underlying any research, such as the type of knowledge sought, as well as the epistemological and ontological assumptions. It broadens research methods and theory perspectives, drawing on contemporary approaches, such as action research, soft systems methodology, activity theory, actor-network theory, and other approaches adopted in related scientific and technological areas that are only recently being adopted. To achieve this, the book's editors have necessarily been eclectically interdisciplinary in their contributor list. They have included contemporary research methods and designs from areas allied to project research - such as organization science, organizational studies, sociology, behavioral science, and biology - providing innovative invitations to research design and methodological choice. Overall, this book makes a significant contribution to the maturation and development of project management research as a specialty in the broader social sciences, one that is a less-reliant handmaiden or under-laborer to purely technical issues, but which appreciates that any material construction is always a social construction as well, one that implies episteme and phronesis, knowledge and wisdom, as well as techne or technique. Project managers may not realize it, but the most important aspects of what they manage are the meanings, interpretations, and politics of projects, and not merely the technical aspects. (Series: Advances in Organization Studies - Vol. 29) [Subject: Project Management, Business Administration, Organizational Studies]