As a senior editor of Frontiers of Business Research in China and as a deputy department head of OBHR at Renmin University of China, I will promote RRBM in my school and our scholar.
Congratulations on this important initiative. Over the past two years, I have been working with a great team of academics to launch the Social Innovation and Change Initiative (SICI) at Harvard University. Our mission is very aligned with yours. I see all of us as being part of the same movement and I will be glad to help/contribute along the way. Thanks again!
RRBM is an essential agenda for the long term viability for Business Schools globally. It is our responsibility as leaders of Business Schools to ensure our research is impactful and at all times consistent with the principles of RRBM.
As the Academic Director of the ITP programme (International Teachers Programme), I wish to share this initiative with the 40 business schools professors of the 2018 edition and make them reflect about it purposedly.
As Editor-in-Chief of Journal of World Business, I have already taken action in the form of my inaugural editorial, in identification of emerging themes and approaches, and in publicly signaling my support of “phenomenon-based research.”
I’ll keep pestering editors, but the most important personal action that all of us can take would be to stop applying the old rules when reviewing papers. It’s harder than it sounds. Dinging papers because hypotheses weren’t supported, or dinging methods because too many p-values were greater than .05, or dinging papers with great designs because of insufficient theoretical contribution is second nature to most of us. We have to force ourselves to set these habits aside every time, and that means writing favorable reviews of papers that, in previous years, we would have panned. And vice versa.
Today, just before exploring this initiative, I emailed my fellow faculty members my concerns about adopting one of the journal lists out there as the only “acceptable” one for our faculty. I realize that the initiative’s intentions have some merit, but my understanding of the problem, now strengthened after reading the RRBM position paper, moves me to do everything I can to create policies in my immediate surroundings that will move us beyond the documented vices in the discipline. I will remain vigilant and act locally in all other relevant issues that this group brings to my “radar screen.” Thank you and best wishes!!
Business Schools and management scholars shall influence the building of responsible business leaders and managers and should cooperate strongly with all stakeholders in society. Scientific rigour can be paired with relevance to enhance and support the business community for a better world. The incentive system of our higher education institutions can transform for win-win situations for all stakeholders endorsing a better planet.
I commit to conducting research that advances social and environmental welfare. There are more — and more important — dependent variables than firm profitability. I commit to studying outcomes that benefit a broader array of stakeholders, rather than simply investors and firms themselves.
I start on February 27th on a #sabbicycle tour of Europe to propagate the need for a collegial, sustainable, and responsible understanding of our profession (https://delmestri.wordpress.com). The winter bicycle as a symbol of a slow and determined academy engaged for addressing pressing problems of our time.
I have been arguing the case for a decade. Most people nod their heads and continue on the same path.
As a journal editor, I will encourage special issues in the domain. As a researcher, I will examine my own research agenda so as to see how I can rearrange it to fit these principles. As a teacher, I will look to bring out these principles in my classes.
I will let my colleagues, students, and the broad society know that I stand with the seven principles of RRBM. I will review those principles whenever I make important decisions in my academic career, now as a Ph.D. student and in the future as a professor.
I would like to see our journals adopt a policy of reviewing research prior to data collection and then reporting the results, rather than writing theory to the results.
I have been involved in creating a New game for doing management Research – in developing a sharing philosophy. More information by request.
As President of EURAM, I devoted my energy to create a community of engaged management scholars
I train and mentor PhD students and junior faculty to spend their time and energy on making contributions
My main motto is presently “Life is too short to drink bad wine.”
I am continually reminding colleagues and the university leadership about the flaws in the present Publishing paradigm.
As much as possible, I avoid Publishing, unless there is something I really burn for. The most recent publication is in Cambridge Elements, which is an alternative outlet for our work.
I intend to work with social enterprises and non-profit organizations in India to make them resilient and sustainable. This I hope will enable them to increase the breath and width of their outreach and help the community.
I believe we all need to rethink the purpose of our research. My current work focus, for example, has moved from expatriate management to refugee workforce integration (including both research in this domain, as well as active engagement with the community). Management scholars can have a more prominent position in addressing the challenges societies face.
A lot of our research is just written for other academics, and a lot of it is designed to get through the review process rather than to address a substantive issue in a meaningful way. That’s a lot of wasted brainpower.
Way to go! This vision gives us the true meaning of our career!
I intend to support the RRBM movement by channeling my scholarship towards human and social challenges, particularly in non-developed and resource adverse contexts.
I also aim to further strengthen my pedagogy by introducing students to larger global challenges and encouraging them to apply, change, adapt western-oriented theories and management techniques/practices to address those challenges.
Last but not least, I hope to serve the RRBM in whichever fashion that this movement wants me as a member.
I took a personal decision to drop out of the paper publication performance race -a “publish and perish” system that erodes the meaning and pleasure of research as well as the ailing university budgets. I want to show the world that we are partly responsible for driving this treadmill and there is an alternative. We can do good and useful research without depending on expensive journal outlets. To me, that is responsible action!
Ensure that RRBM principles are taught and ingrained in my school’s PhD program.
I would suggest a number of actions:
- Promote RRBM directly through the Sage journal that I edit (Journal for Entrepreneurship and Innovation in Emerging Economies – JEIEE, available at eie.sagepub.com);
- Advocacy through doctoral workshops, keynote speeches at research conferences;
- Demonstration of alternative value of RRBM with multiple user and stakeholder groups;
- Creation of a Citizens Research Group with community groups and institutions.
I fully support the Vision 2030 and all principles outlined in the position paper. As a scholar, I commit to following the principles of responsible science in all scholarly activities in my roles as author, reviewer, educator, and evaluation committee member. I will pay special attention in all my future research by giving priority to problems that are relevant to society and the environment.
I will strive to conduct research that has a positive impact on the practice of management. As editor of a major journal, I will emphasize improving the practical relevance of published research and seek to make the editorial team more receptive to confirmation and replication studies etc.
Conduct research that addresses broader societal questions, impacts multiple stakeholders, and makes the world a better place, in the long term, one paper/question/step at a time.
I will introduce these ideas to the research communities I served and involved in mainland China; I will try my best to apply these ideas in my personal research trajectory; I will strongly persuade my colleagues, Deans, Chairmen at Nankai Business School and around to think about the importance of applying these ideas in our daily work, and the implication of pursuing our commitment to the community of RRBM in a long run.
I will continue to do research in areas that are relevant to broader social aims, not just to the simplistic Homo Economicus paradigm. I believe it is important to work with business school colleagues in disciplines in addition to management, such as finance, accounting, operations management, economics, etc. to pursue the RRBM vision. Also, as per the aims of RRBM, we should make the findings in our research more accessible to multiple stakeholders. This means that we have to stop worshipping certain journals as the primary outlets for our research. We have to reach the business community and the general public through general and social media, and create a dialogue around this, i.e., multi-sided conversations.
I will continue my many years of research and writing on improving service in healthcare, with particular emphasis in recent years in cancer care. I will continue to infuse my courses with a focus on integrity in business and discussion of what I call “social profit.”
As Faculty Director of the Ray C. Anderson Center for Sustainable Business, I will run the Center in a way that connects not only my GT colleagues but also the broader Operations Management community to meaningful industry and NGO partnership opportunities, and will focus more resources on research translation/implementation.
I am happy to endorse the intent and thrust of this call to action. Surely the current trends are not sustainable, but reversing them will require systemic change and we as yet do not have the mechanisms in place. The call for multidisciplinary collaboration is especially laudable. Research with impact has to have the ambition and resources appropriate to the size of the problem, and that usually requires a team that can work over multiple years. Our current system of fragmented, individualistic research projects looking for quick results within a single disciplinary silo is an impediment. I will continue to work to encourage school-based research centers to be more ambitious in their choice of problems and resource commitments.
Do more responsible research myself and encourage others to do the same, and make this a focal point in IACMR business meeting 2017.
1. Focus promotion evaluation on impact rather than on quantity of output only.
2. Strive as a referee/editor to acknowledge and promote results that are not always statistically significant to minimize the incentive of data mining.
3. Focus evaluation on connection between theory and practice.
4. Promote and publicize knowledge in common media.