Striving for Credible and Useful Knowledge · 2017. 8. 16. · participation in this discussion....
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1 White Paper A Vision of R esponsible R esearch in Business and Management : Striving for Credible and Useful Knowledge Draft for targeted consultation, 20 March 2017 (not for public distribution) Community for Responsible Research in Business and Management 12 EXECUTIVE SUMMARY This paper presents a vision of a future “Vision 2030” in which business schools and scholars worldwide have successfully transformed their research toward responsible science 3 – defined as research that produces credible and reliable knowledge with either direct or indirect usefulness for addressing problems important to both business and society. 4 This vision is based on the belief that business can be a means for a better world if it is informed by responsible research. The paper begins with a set of principles to support responsible research. Then, the paper outlines possible actions by different stakeholders to help business schools and scholars that wish to realize this vision. The paper further explains the impetus for the proposal by describing the current business research ecosystem and its problems. The major challenge of the current system is that publishing in top tier journals is often prioritized over considerations of both research quality and societal relevance. The paper ends with a discussion of the “do nothing” option that perpetuates the status quo, and a call to action for directing research toward achieving humanity's highest aspirations. The paper invites discussion and debate on the possibility and necessity of creating a “responsible research” ecosystem so that business and management research can become a force of change for a better world. This White Paper starts us on a journey toward a substantive rethinking of business and 1 The Community for Responsible Research in Business and Management (cRRBM) is a group of scholars dedicated to the advancement of responsible science – as defined in the white paper – in business and management schools worldwide. Authors of this white paper are founding members of cRRBM. Their names with affiliations appear at the end of this paper. Correspondence email is: [email protected]. 2 Although the authors are largely based in North America and Europe, we believe the concerns addressed in this white paper have broad application, as the research community in business and management, and its standards for evaluating research, become increasingly global. However, most of the authors have been connected and contributed to a system that is ultimately flawed. So, the paper acts as a warning to other parts of the world- please don't do to yourselves what we did to ourselves. 3 Responsible or socially responsible science (used interchangeably) is a well-known concept in the philosophy of science circle (Brown, 2013; Kourany, 2010, 2013). The basic argument is that beyond producing reliable knowledge, science should be more socially engaged and socially responsible than is advocated by the value-free ideal (Tsui, 2016). Responsible research and responsible science are synomous ideas in this paper. 4 The word ‘reliable’ refers to results that can be reproduced in other studies or by other researchers. The word ‘credible’ refers to knowledge based on carefully executed research either quantitatively or qualitatively, or both. The two words are synonymous in this paper where we defend rigorous research whatever the paradigms and methods.
Transcript of Striving for Credible and Useful Knowledge · 2017. 8. 16. · participation in this discussion....
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WhitePaperAVisionofResponsibleResearchinBusinessandManagement:StrivingforCredibleandUsefulKnowledgeDraftfortargetedconsultation,20March2017(notforpublicdistribution)
CommunityforResponsibleResearchinBusinessandManagement12
EXECUTIVESUMMARYThispaperpresentsavisionofafuture“Vision2030”inwhichbusinessschoolsandscholarsworldwidehavesuccessfullytransformedtheirresearchtowardresponsiblescience3–definedasresearchthatproducescredibleandreliableknowledgewitheitherdirectorindirectusefulnessforaddressingproblemsimportanttobothbusinessandsociety.4Thisvisionisbasedonthebeliefthatbusinesscanbeameansforabetterworldifitisinformedbyresponsibleresearch.Thepaperbeginswithasetofprinciplestosupportresponsibleresearch.Then,thepaperoutlinespossibleactionsbydifferentstakeholderstohelpbusinessschoolsandscholarsthatwishtorealizethisvision.Thepaperfurtherexplainstheimpetusfortheproposalbydescribingthecurrentbusinessresearchecosystemanditsproblems.Themajorchallengeofthecurrentsystemisthatpublishingintoptierjournalsisoftenprioritizedoverconsiderationsofbothresearchqualityandsocietalrelevance.Thepaperendswithadiscussionofthe“donothing”optionthatperpetuatesthestatusquo,andacalltoactionfordirectingresearchtowardachievinghumanity'shighestaspirations.Thepaperinvitesdiscussionanddebateonthepossibilityandnecessityofcreatinga“responsibleresearch”ecosystemsothatbusinessandmanagementresearchcanbecomeaforceofchangeforabetterworld.ThisWhitePaperstartsusonajourneytowardasubstantiverethinkingofbusinessand1TheCommunityforResponsibleResearchinBusinessandManagement(cRRBM)isagroupofscholarsdedicatedtotheadvancementofresponsiblescience–asdefinedinthewhitepaper–inbusinessandmanagementschoolsworldwide.AuthorsofthiswhitepaperarefoundingmembersofcRRBM.Theirnameswithaffiliationsappearattheendofthispaper.Correspondenceemailis:atsui@nd.edu.2AlthoughtheauthorsarelargelybasedinNorthAmericaandEurope,webelievetheconcernsaddressedinthiswhitepaperhavebroadapplication,astheresearchcommunityinbusinessandmanagement,anditsstandardsforevaluatingresearch,becomeincreasinglyglobal.However,mostoftheauthorshavebeenconnectedandcontributedtoasystemthatisultimatelyflawed.So,thepaperactsasawarningtootherpartsoftheworld-pleasedon'tdotoyourselveswhatwedidtoourselves.3Responsibleorsociallyresponsiblescience(usedinterchangeably)isawell-knownconceptinthephilosophyofsciencecircle(Brown,2013;Kourany,2010,2013).Thebasicargumentisthatbeyondproducingreliableknowledge,scienceshouldbemoresociallyengagedandsociallyresponsiblethanisadvocatedbythevalue-freeideal(Tsui,2016).Responsibleresearchandresponsiblesciencearesynomousideasinthispaper.4Theword‘reliable’referstoresultsthatcanbereproducedinotherstudiesorbyotherresearchers.Theword‘credible’referstoknowledgebasedoncarefullyexecutedresearcheitherquantitativelyorqualitatively,orboth.Thetwowordsaresynonymousinthispaperwherewedefendrigorousresearchwhatevertheparadigmsandmethods.
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managementresearchand,morebroadly,aboutitsevolvingrolesandexpectationsinsociety.Ouraudiencegoesbeyondthehighereducationcommunity,andweinvitebroadparticipationinthisdiscussion.Whilescholars,editors,universitypresidents,deans,professionalassociations,accrediting,fundingagenciesandthepublic(throughthemedia)havefaultedelementsofthecurrentbusinessresearchecosystem,Vision2030portraysapromisingfutureandadvocatesprinciplesthatunderpinitsultimatesuccess.VISION2030In2030,businessandmanagementschoolsworldwidearetheenvyofothersocialsciencedisciplinesintheuniversities.Researchistimelyandcuttingedge,producingwell-groundedknowledgeonpressingproblems.Bothschoolsandscholarsarecommittedtotheprinciplesofresponsibleresearch,whichareembeddedinthecorecurriculumofdoctoraleducation.Researchhashelpedorganizationsandcommunitiesofallkindstodevelopeffectivesystemsleadingtohigheconomicperformance,greatinnovations,positiveemployeeandcustomerwellbeing,acleanenvironment,andstrongcommunities.Policymakersroutinelyseektheguidanceofbusinessacademicsindevelopingpoliciesthatpromotevibrantsocio-economicsystemsfortheirconstituents.Manyschoolshaveafocusedareaofresearchwheretheyexcelandarecentersofexcellencearoundtheirchosenareasoffocus.Manyschoolshavecontributedvaluableknowledgetosupporthumanity’shighestaspirations,e.g.,povertyalleviation;accesstofood,cleanwater,andeducation;agreenenvironment;greatergenderandsocialequality;economicgrowthandfairwealthdistribution.Businessleadersandgovernmentofficialsarefrequentguestsinbusinessandmanagementschools,seekingadviceonpoliciesandofferingsupportforresearchonissuesthatneedunderstanding.Businessandmanagementresearchisamodelof“responsibleresearch”afteramajortransformationthatbeganin2017.A.BACKGROUND
Businessandmanagementresearchershaveauniquecapacitytoguidetheactionsoforganizationalleaderstocreateaprosperousandsustainablefuture.Researchisacoreactivityofmostuniversity-basedbusinessandmanagementschools.5Yetboththequalityandrelevanceofresearchinbusinessschoolshasbeenunderattackformorethantwodecades.6Theseattackscanbesummarizedintermsoftwocoreissues.Thefirstcoreissueisthewideninggapbetweenresearchandpractice,withbusinessresearchinmanydomainsincreasinglydivorcedfromtherealworld.Becauseresearchisevaluated
5Werecognizethenuanceddifferencebetweenbusinessandmanagementschoolswiththelatterlessweddedtoacapitalistmodelandmorefocusedonpublicandthirdsectorbodiesandothermarketmechanisms.Inthispaper,weusethetwotermsinterchangeablybecausea)weseetheresearchissuesasconsistentbetweentheseschoolsandb)becausethereisgooddegreeofcorrelationbetweenthem,especiallyintermsofvisionandproductportfolios.6Forexample,DonHambrick’s(1994)presidentialaddressatthe1993AcademyofManagementannualmeetingisoftencitedasthebeginningofthisconversationinthemanagementfield.
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primarilyonthebasisofitsimpactonsubsequentresearchratherthanonitsabilitytoaddressrealworldproblems,itslinktopracticeisoftenmuted.7Thesecondconcernisthequalityofresearch,withthepotentialtothreatentheintegrityofscience.Thisconcernincludesthefallacyofpublicationsinelitejournalsasanindicatorofqualityofasinglearticle,valuingnoveltyforitsownsake,andunreliableresearchfindings.Thetwocoreproblemsareinter-connected,asthesocietalrelevanceofresearchdependsonreliableandcredibleknowledge.Relevanceismootwhenqualityisindoubt.Responsibleresearchisaboutbothreliableandusefulknowledge.
Researchinbusinessschoolsiscostly,andbusinessschoolsfacecompetitionfromlow-costalternativeeducationprovidersthatarenotburdenedbytheexpenseofresearch.8Resourceproviders,includingstudents,donors,legislators,andfundingagencies,deservetounderstandhowbusinessresearchprovidesabenefittosociety.Webelieveitistimetoreorienttheresearchecosystemwiththeaimtoproducemoreactionableandreliableknowledgeforbetterbusinessandmanagementpracticesandultimatelyabetterworldwithasustainablefuture.Itistimetoreclaimthehighgroundforbusinessandmanagementresearch.ThisWhitePaperstartsusonajourneytowardasubstantiverethinkingofbusinessandmanagementresearchand,morebroadly,aboutitsevolvingrolesandexpectationsinsociety.Ouraudiencegoesbeyondthehighereducationcommunity,andweinvitebroadparticipationinthisdiscussion.Whilescholars,editors,universitypresidents,deans,professionalassociations,accreditingassociations,fundingagencies,andthepublic(e.g.,media)havefaultedelementsofthecurrentbusinessresearchecosystem,Vision2030portraysapromisingfutureandadvocatesprinciplesthatunderpinitsultimatesuccess.B.PRINCIPLESOFRESPONSIBLERESEARCHIn2030,thebusinessandmanagementresearchcommunityisbuildingasoundbodyofknowledgethatservessociety.Todevelopasharedpurpose,manybusinessandmanagementschoolshaveadoptedthesevenguidingprinciplesofresponsibleresearch.Principle1–ServicetoSociety:Businessresearchaimstodevelopknowledgethatbenefitsbusinessandthebroadersociety,locallyandglobally,fortheultimatepurposeofcreatingabetterworld.
Implication:Researchshouldaimbothtosystematizeknowledgeofbestpractices,currentandpast,andtoguidepracticebycreatingknowledgebasedoncurrentand
7Manyarticleshavebeenwrittenreflectingonandcriticizingtheproblemsofboththequalityandrelevanceofresearchinthebusinessdisciplines.Apartiallistofsucharticles(AppendixA)isavailableonwww.rrbm.network.8Onestudy(Terwiesch&Ulrich,2014),onthecostofMBAeducation,estimatedthatanA-journalarticlecostsabout$400,000ofinvestmentinfacultytimeandresearchsupport.https://mackinstitute.wharton.upenn.edu/wp-content/uploads/2014/07/Terwiesch_Ulrich_Threat-and-Opportunity-of-MOOCs-for-MBA-Programs.pdf
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futurescenarios.Businesseducationmustnotfocusonlyonknowledgeofthepast,becausebusinessstudentsneedknowledge,skills,andvaluesrelevanttobothmanaginginthecurrentcontextanddealingwithemergingchanges.
Principle2–StakeholderInvolvement:Businessandmanagementschoolsvaluetheinvolvementofstakeholderswhoplaycriticalrolesatvariousstagesofthescientificprocess,fromselectingproblemstostudytocreatingimpactonpractice.
Implication:Theresearchecosystemconsistsofmanyparticipantsincludingtheresearcherswhoserveastheproducersofknowledgeandtheevaluatorsofresearchoutputs.Otherstakeholdersincludejournaleditors,tenureandpromotioncommitteemembers,schoolleadership,directorsofPhDprograms,accreditationagencies,fundingorganizations,rankingpublishers,andbusinessleadersandstudentsasbeneficiariesofknowledge.Businessandmanagementschoolscanbenefitfrom“co-creation”ofknowledgewithbusinessesandotherorganizationssuchasNGOs,tradeunions,governments,andsocialenterprises.
Principle3–ImpactonStakeholders:Businessandmanagementschoolsmeasureandrewardresearchthathasapositiveimpactondiversestakeholders,especiallyrecognizingtheimportanceforbusinessandsociety.
Implication:Businessandmanagementschoolsrecognizethatthepublicationitselfisnottheoutcomeortheendgoal,butastepinthejourneytoscholarlyand/orsocietalimpact.Assessingimpactmayrequiremultiplepapers,disseminationoffindingstonon-academiccircles,andtrackingwhethercompanies,communitiesorpolicymakersbenefitfromthisprogramofresearch.Impactalsoincludesteachingofthefindingsfromevidence-basedresponsiblescienceinundergraduate,masters,doctoral,andexecutiveeducationprograms.Promotionandtenurerequirementsreflectthisrequirementtoinstitutionalizeimpactonsociety.
Principle4–ValuingBothBasicandAppliedContributions:Businessschooldeans,journaleditors,andotherstakeholdersrespectandrecognizecontributionsinboththeoreticalandappliedresearch.
Implication:Theoriesareimportanttoguideourcollectiveunderstandingofphenomenaandpatterns,addressingissuessuchasincentivesystemsandgovernance(economics,finance,management)orcustomerserviceandsupplychain(marketing,operations,informationsystems).Integratingtheory-andpractice-ledproblemsinbusinessschoolresearchwillenhanceitsutilityforstakeholderswhosupportthisresearch.
Principle5–ValueofPluralityandMultidisciplinaryCollaboration:Businessschooldeans,seniorleadership,journaleditors,fundingagenciesandaccreditationagenciesvaluediversityinresearchthemes,methods,formsofscholarship,typesofinquiry,andespeciallyinterdisciplinarycollaborativeresearchtoreflectthepluralityandcomplexityofsocietalproblems.
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Implication:Businessandmanagementresearchsupportspluralisminitstheories,groundedindifferentassumptionsabouthumannature,multiplerealities,andalternativemodelsofbusinessanditsroleinsociety.Richandin-depthethnographicstudiesofcorporatepracticesyieldingreflectiveandimaginativethinkingthatmaycontributetonewtheorizingisasvaluableasquantitativestudies.Intheglobalcontext,businessandmanagementresearchvaluesboth“global”and“local”knowledgedevelopment.Duetothecomplexityandmessinessofproblemsinbusinessandsociety,stakeholdersvalueandrewardinterdisciplinaryresearchnotonlywithinbusinessdisciplinesbutacrossbusinessandothersocialsciencedisciplinesaswellasengineering,medicine,education,orhumanities.
Principle6-ReliableKnowledge:Businessresearchimplementssoundscientificmethodsandprocesses.
Implication:Therobustnessofempiricalworkinbusinessresearchshouldtakeintoaccountemergingpracticesingoodscience.Forexample,researchpracticesthatvaluereplication,falsificationoftheory,andreproducibilityshouldbeencouraged.Journalsandprofessionalassociationsadoptpracticessuchasopendataandsoftwarecoderepositories,conflictofinterestdisclosures,disclosureofdatause,andtransparencyofsampleconstructionandmeasures,amongothers.Similarexpectationsapplytoin-depth,ethnographicfieldstudies.Theexpectationofdatatransparencymightreducethevolumeofstudiesgenerated,butcouldimprovethequalityandcomprehensivenessofstudiesbydiscouragingdataslicingandotherquestionablepractices.Mathematicalmodelsarecalibratedusingrealdataandassumptionsareultimatelyvalidatedusingempiricalevidence.
Principle7–BroadDissemination:Businessandmanagementschoolsvaluediverseformsofknowledgedisseminationthatcollectivelyadvancebasicknowledgeandpractice.
Implication:Thedigitizationoftheglobaleconomyhassuggestednewformsofdisseminationofresearchfindings,includingsocialmedia.Businessschoolshaveopportunitiestoimprovethevisibilityofongoingresearchthroughopenmodelsofpublishing,aswellasdrawinginsightsinsimpleandpowerfulwaystoinfluencethetargetaudienceorstakeholdercommunities.Atthesametime,were-affirmthecentralityofrigorouspeerreviewforbuildingreliableknowledge.
C.POSSIBLEACTIONSTOWARDVISION2030Actingontheseprinciplesrequireschangingincentivesystemsatalllevels:individualfaculty,journals,andschools.Proclaimingprinciplesisnotsufficient:weneedtochangetheecosystemofresearchsothatindividualresearchersarerewardedformakingprogresstowardtheachievementofourhighergoals.Thus,torealizeVision2030andtopursueresponsibleresearchwillrequireconcurrentandcoordinatedactionsacrossallrelevantstakeholdergroupswiththecommongoalofvaluingrigorousscholarshipresultingin
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actionableknowledge.Wesuggestafewpossibleactionsbythekeystakeholdersoftheresearchfunctionofbusinessschools.1.JournalEditorsandPublishers
a.Encourageandpublishresearchthataddressesproblemsimportanttobusinessandsociety,problemsthatarecomplexandspandisciplinaryboundaries.
b.Emphasizeresearchcontext,importantphenomena,andtheirimplicationsforimpactonbroaderstakeholdercommunities,whiledevelopinggeneralizabletheoriesandinsights.
c.Publishreplications,negativefindings,andnonsignificantfindingsforrobustknowledgethatchallengespositiveortheory-supportingfindings.
d.Formamutuallysupportivecommunityofeditorstopledgeacommitmenttothepracticeofresponsiblescienceintheirjournals.
2.ScholarlyAssociationLeaders
a.Reinforceprofessionalcommitment,amongbothcurrentandnewmembers,toahigheraimofservicetosocietyandhumanity.
b.Identifyandsharewithmembersthegrandchallengesinbusinessandsocietyandinprofessionalpracticesasopportunitiesforresearchwithimpact.
c.Strengthenandactivelypromoteappliedandimpactfulresearchintheirmissionstatements.
d.Encourageandpromoteinter-disciplinaryresearch.3.UniversityLeaders,Deans,AssociateDeans,DepartmentHeads,SeniorScholars
a.Developavisionandastrategytoencouragefacultytoworkonresearchthatwouldmakeapositivedifferenceinpracticeandinsociety.
b.Designpromotionandtenurecriteriathatvalueresearchofferingreliableincrementalknowledgeaswellasriskygroundbreakingresearchwithpotentialorimmediatescholarlyandsocietalimpact.
c.Expandthemetricsforassessingresearchcontributionsatthedepartmentandschoollevelstoincludebothscholarlyandprofessional-practicalimpact.
d.RevampthePhDprogrambyprovidingtrainingonresponsibleresearchtonewgenerationsofbusinessandmanagementsocialscientists.
4.BusinessSchoolAssociationsandAccreditingAgencies
a. Includepolitical,cultural,business,societalandpedagogicimpactofresearchinassessmentstandards.
b. Convenedeansandacademicleaderstodiscussresponsibleresearchandtheproposedprinciples.
c. Collectanddisseminatebusinesseducationintelligenceonschoolbasedresponsibleresearchtoassistbenchmarkingbyschools.
d. Documentandsharethebestpracticesinresponsibleresearch.e. Workwithleadingdeans,scholars,employers,andprospectivestudentsto
persuadethebusinessschoolrankingpublisherstoincludebothscholarlyandappliedjournalsinevaluatingresearchqualityandimpact.
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5.FundingAgenciesandGovernment
a. Broadenthecriteriaforfundingdecisionstoincludeanticipatedsocietalimpactinadditiontointellectualmerit.9
b. Governmentorpublicfundingorganizationsexpandthecriteriaforassessingresearchaccomplishmentbyincludingthecriterionofsocietalimpact.10
c. Fundingagencies,public(e.g.,NSF,EU)orprivate(e.g.,Ford,Templeton),canissuecallsforresearchorprovidegrantsontopicsthatrelatetothegrandchallengesinbusinessandsociety.
6.Scholars
a. Committopursuescholarshipthatcontributestoreliableknowledge,protectstheintegrityofscience,andgivesprioritytoproblemsthatarerelevantforbusinessandimportanttosociety.
b. Engageinresponsiblereviewofotherscientists’manuscriptsusingrelevantepistemiccriteriatoevaluatethequalityoftheworkandrelevantsocialcriteriatoassessthepotentialsocialimpactofthefindings.
c. Whenevaluatingandrewardingthescientificaccomplishmentsofindividualscholars,engageinactualevaluationoftheimportanceoftheideasandqualityoftheknowledgeproduced,donotrelyonlyonproxies(i.e.,readthematerialsanddonotjustcountthenumberofarticlesinadefinedsetofjournals).
d. Followtheprinciplesofresponsiblescienceinallscholarlyactivitiesintheirrolesasauthors,reviewers,editors,educators,andevaluationcommitteemembers.
7.OtherExternalStakeholders(businesses,socialorganizations,alumni,students,society)
a. Asrecipientsofknowledgefromresearch,membersofsocietyinbothcommercialandnon-commercialsectorscansharetheirchallengesaspotentialsubjectsortopicsofbusinessandmanagementresearch.
b. Articulateandsensitizeresearcherstothechallengesfacedbyorganizations,andassistinframingimportantresearchproblemsthataredirectlyrelevanttobusinessandsociety.
c. Sharedataandallowaccesstodatacollectionsites,whichfacilitatecollectionofreliableempiricalevidencetosolvesocietalandorganizationalproblems.
d. Provideexamplesofbestpracticesinbusinessandmanagementandopentheirorganizationstosupportresponsiblescienceforthebettermentofsocieties.
9TheU.S.NationalScienceFoundationhasadded“broaderimpactscriterion”initsreviewofproposals.https://www.nsf.gov/od/oia/special/broaderimpacts/10TheUKResearchExcellenceFramework(2014)placed20%weightonsocietalimpactinassessinguniversitiesresearchprograms.http://www.ref.ac.uk/pubs/2011-01/.TheUKSternReport(2016)(https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/541338/ind-16-9-ref-stern-review.pdf)callsforabroadeningoftherdefinitionofimpacttoembracepublicengagement,cultureandpedagogyaswellasthetraditionalemphasisonpolicyandapplications.ItadvisesthatimpactandresearchenvironmentbecombinedinthenextREFassessmenttoform35%oftheweighting.
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8.CoordinatedCommitmentMechanismsThesuccessoftheactionsofeachstakeholderwillrequirethesupportofsimilarlyorientedactionsbyallstakeholders.Coordinatedactionswithafocusonresponsiblescienceinbusinessandmanagementwillhaveagreaterpromiseofsuccess.Belowwesuggestafewexamplesofsuchcoordinatedcommitmentmechanisms.
a.Commitmentto“responsibleresearch”byallscholar-scientistsThecoreresponsibilityfortheproductionofrelevantoractionableknowledgerestswiththecommunityofscholar-scientistsworkinginbusinessandmanagementschoolsaswellasalliedsocialsciencedisciplinessuchaseconomics,sociology,psychology,education,communications,anthropology,orpoliticalscience.Theirpersonalcommitmenttoengageinresponsiblescienceiscentraltothetransformationofresearchfromthecurrentfocusonpublicationsandcareerstoafocusonknowledgeaimingforsocialimpact.Weseekcommitmentfromresearchscholarstoupholdresponsiblescience,byjoiningthe“CommunityforResponsibleResearchinBusinessandManagement(CRRBM)”.ThewebsiteforCRRBMwillhostthiswhitepaper,apagetopledgesupporttothesevenprinciplesofresponsibleresearchandaninteractivesectiontoshareideasandexchangeresources.Thevisionistoadvancethelong-termgoaloftransformingbusinessandmanagementresearchtowardbothrigorinscholarshipandrelevancetopractice.
b.Commitmentto“responsibleresearch”byleadingbusinessschoolsaroundtheworld
Weseethepowerofagroupofleadingbusinessschoolsaroundtheworldcommittedtotheprinciplesofresponsiblescience.Whentopschoolsserveasrolemodels,otherschoolswillfollow.Thetopschoolshaveboththedutyandthestatustoleadtheefforttoincreasethesocietalrelevanceoftheirresearch.Theseleadingbusinessschoolscanpartnerwithaccreditationagenciestosharebestpracticesinfacultydevelopmentandevaluationaswellasdoctoraleducationthatwilladvanceresponsiblescience.Weseethepotentialofaconsortiumofleadingbusinessschoolsthatpledgetosharebestpracticesusingtheplatformofdeans’conferencesorganizedbytheaccreditationagenciesaroundtheworld.
c.Commitmentto“responsibleresearch”byprofessionalassociationsofalldisciplines
Thevalueoftheleadershipofprofessionalassociationsofthedisciplinesofthebusinessandmanagementschools,includingaccounting,finance,informationsystems,humanresourcemanagement,marketing,strategy,supplychainandoperationsmanagement,tosupporttheprinciplesof“responsibleresearch”cannotbeoverestimated.Suchsocietiescanpublishjointguidelinesforresponsiblesciencesuchasmetricsformeasuringresearchqualitythatdonotrelyonjournals’impactfactoraloneandmetricsformeasuringsocietalimpactwithoutintrudingintotheacademicfreedomofscholars.Theycanpromotethevalueofservicetosociety,includingdiscoveringknowledgeusefulforpractice.Theycanencouragetheirjournalstopublishresearchonimportantsocietalproblemslikethe“grandchallenges”thathaveguidedengineeringandhealthsciencesresearchoverthepast
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decade.Theycanjointlyencouragebusinessschoolstoreducethesiloofdisciplinaryjournalpreferenceandrewardresearchthatcrossesdisciplinaryboundaries.D.THECURRENTBUSINESSSCHOOLRESEARCHECOSYSTEMWhyistheaboveproposalnecessary?Whatledtothedesiretointroduceresponsibleresearchinbusinessschools?Theimpetusforourproposalcamefromwitnessingabroadcrisisofcredibilityinsciencetoday.Thiscrisishastwoparts.Thefirstisthequestionofrelevance,whichisthemainfocusofthispaper.Thesecondisthequestionofintegrity.Thecredibilityoftheknowledgepublishedinjournalsisindoubt.Withouttheassuranceofcredibleresearchfindings,thequestionofrelevanceisirrelevant.Below,wefirstbrieflydiscusstheintegrityproblemfollowedbytherelevanceproblem.1.CrisisofIntegrityFromfundingagenciesandlegislatorstocitizensonthestreet,theintegrityofthescientificenterpriseisundersiege.AwidelyreportedstudypublishedinScience(LaCour&Green,2014)claimedthatpublicopinion on controversial issues could be changed through face-to-facecanvassing.Withinweeksthearticlehadtoberetractedwhenotherinvestigatorsdiscoveredthatthedatahadbeenfabricatedbyoneoftheauthors.Otherproblemsarisefromthescientificpublicationprocessitself.Anarticletitled“Whymostpublishedresearchfindingsarefalse”(Ioannidis,2005)describeshowstandardpracticesinresearchcreateabiastowardexaggeratedfindingsthatareoften,essentially,flukes.Becausejournalsfavorpositivefindingsoverreplicationsornullresults,flukesareregularlypublishedandfailtobedislodged.Thus,amorerecentstudy(OpenScienceCollaboration,2015)aimingtoreproducethefindingsof100articlespublishedinelitepsychologyjournalsreportedthatmostofthesefindingsfailedtoreplicate.Inevitably,otherresearchersclaimedthatthereplicationsthemselveswereflawed.Inlightofthesecontroversies,thepublichasreasontoquestionhowmuchcredibilitytogivetothepublishedrecord.Theseproblemsareespeciallyperniciousinfieldswherescienceguidespractice,suchasmedicine.AccordingtotheeditoroftheBritishMedicalJournal(Crowe,2016),“Drugswithharmsareusedandpatientsareunawareofthoseharms.Devicesthatshouldn’tbeonthemarketareonthemarket.Soyes,wedoknowthatpatientsareharmed,andweknowthatthehealthsystemsareharmedasaresultofpoorscience.”Thescienceinbusinessschoolshasbeencriticizedforthesegeneraltrendsalso.Scholarshavedocumentedtheprevalenceofquestionableresearchpracticesandfoundmanyconclusionsinthepublishedworkarenottobetrusted.Likemedicine,prescribingpracticesbasedonbadresearchcandomoreharmthangood.Thankfully,effortsareunderwayinthenaturalandsocialsciences,aswellasinthebusinessdisciplines,topromotereplicablescienceandtorestoreintegritytotheprocessofscientificpublication.11
11Alistofsuchefforts“Initativestochangethestatusquo”(AppendixB)isavailableonwww.rrbm.network.Forexample,StrategicManagementJournal(Bettis,etal.,2016)willpublishreplicationstudies,Managementand
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2.CrisisofRelevanceProfessionalschoolsinuniversitieshaveamissionofprovidingeducationguidedbyresearch.Schoolsoflaw,medicine,socialwork,engineering,education,andotherprofessionalschoolsbothdrawonandcontributetoresearchinthenaturalandsocialsciences.Academicsinschoolsofeducation,forinstance,relyonresearchincognitiveanddevelopmentalpsychologytodevelopandevaluateeducationalpractices.Aspartofthebroaderuniversity,professionalschoolsserveasabridgebetweenscienceandpractice.Graduatesofschoolsofeducationandsocialworkaretrainedforspecificprofessions.Lawandmedicalschoolsequiptheirgraduateswiththeskillstopassrigorouscertificationexamsbeforegoingintopractice.Businessschoolsaredistinctivebecausetheirconstituenciesarebroadanddiffuse.Countlesspeoplegointobusinesswithnospecializedtraining.“Business”canmeananythingfromasmallretailshoptoamultinationalcorporation.Therangeofideasthatcanberesearchedandtaughtinbusinessschoolsiscorrespondinglyvast.Businessschoolgraduatescangoontoworkinestablishedbusinesses,starttheirownenterprise,orworkinfinance,consulting,orotherdomains,includingpublicserviceandthenon-profitsector.Asaresult,thequestionofthe“relevance”ofbusinessschoolresearchisaconundrum. Intheearlydays,fellowacademicsviewedbusinessschoolresearchastooappliedinitsorientation,andtheysawbusinessschoolsasessentiallyvocationaltrainingcenters.ThisledtothefamousGordonandHowellreportin1959,fundedbytheFordandCarnegieFoundations,abouttheneedtoimprovethescientificrigorofbusinessschoolresearch.Businessschoolsbegantohireeconomists,psychologists,andsociologiststoimprovethescientificrigoroftheirstudies.Subsequently,concernsforrigoroftenovertookquestionsofrelevance.Businessscholarsareencouragedtoaimtheirworkatthemostscientificallyrigorousjournals,especiallythosereceivingthegreatestnumberofcitations,whichcomeprimarilyfrompeeracademicjournals.Further,mostbusinessandmanagementresearchersarenotdependentonresearchgrantstiedtosocietalimpact.Thiscreatesanexaggeratedemphasisoncitation-basedmetricsasthegoldstandardforresearchquality.12Books,chaptersandreports,whichwerenotasamenabletothesemetrics,areoftendevaluedrelativetoarticlesinArankedscientificjournals.EmphasisoncitationbasedmetricsandAjournalsreinforcesthesolefocusontheacademicaudienceandfeedsthetendencyofscientisticwritingstyleandselectionoftopics.Suchjournalarticlesareofteninaccessibletopractitioners,andpeopleinbusinessoftenfindbusinessschoolresearchtobetooobscuretobeputintopractice.Yetbusinessschoolresearchhasthepotentialtoserveasacredible,neutralsourcethatcaninformsolutionstothepressingbusinessor
OrganizationReview(Lewin,etal.,2016)willofferpreapprovalforstudies,drawingonthemodelofregisteredreportsinthenaturalandsocialsciences.12Ithasbeenpointedoutinthescientificcommunitiesthatthequalityofthejournaldoesnotimplythequalityofthepaperspublishedinit(seeSanFranciscoDeclarationofResearchAssessment.2012,http://www.ascb.org/dora/),thus,journalquality(e.g.,citationrateofthejournal)shouldnotbeusedasasurrogateforthequalityofindividualarticlesorindividualscientists’contributions.Itisfurtherrecognizedthatcitationscanbemanipulatedandmaynotbetherightmeasureofjournalquality(Davis,2014).
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socialissuesofourtimeandtosuggestpracticesthatgenerateprosperity.Itcanoccupy“Pasteur’squadrant”:basicresearchinspiredbyuse.3.DiagnosingtheProblemIfbusinessschoolresearchhassuchgreatpotential,thenwhyisitspromisenotfulfilled?Foramoresystematicdiagnosis,wecarefullyreadthepublishedworkdiscussingbusinessschool’sresearchproblem,andconductedaDelphisurvey13ofscholars,deans,representativesofaccreditationbodies,andasampleofinternationalauthorswhohavewrittenaboutthisproblem.Thirty-twoparticipantsrespondedtofouropen-endedquestionsandtwenty-sevenofthese32completedasecondroundofastructuredsurveyconsistingofstatementssynthesizedfromtheresponsestotheopen-endedquestionsinthefirstround.Theresultsidentifiedgapsbetweenwhereweareandwhereweshouldbeacrossseveraldomains.
a.Whatarethemajorissuesinourcurrentresearch?ThecurrentmostpressingproblemsidentifiedintheDelphistudyaftertworoundsofsurveyarethree:(1)Currentresearchdoesnotproduceknowledgerelevantforbusinesspractices.(2)AstrongorientationtowardA-rankedjournalsdistortsincentivestowardsanarrowfocusandexcludesmanyimportantpapersthatarepublishedinlesser-rankedjournals.(3)Anoveremphasisontheory(whichironicallydiscouragesthedevelopmentofnewtheories)leadstoafocusonformmorethansubstance;biasagainstnegativefindings;andlessvalueplacedoninter-disciplinary,problem-solvingresearchandnon-mainstreamtopics.Contentsoftextbookslagbehindthecurrentchallengesofallstakeholders.Thisdiagnosisconfirmsourcurrentknowledge,butitcertainlydoesnotfitalldisciplinesandallscholarsinthebusinessschool.Forexample,somefinanceresearchhasrevolutionizedfinancialpractice(albeitnotalwayswithapositiveimpactonsociety),contributionsinoperationsmanagementhavehelpedvastlyimprovebusinessefficiencyandeffectiveness,andtherearefacultymembersinalldisciplinesworkingonproblemswithimmediatepolicyaspirations.Buttoomanyresearchersinbusinessschoolswritethenext“metoo”papers,whileresearchonimportantpracticaltopicsinappliedoutletsdonotgetthesamevaluationaspapersintopjournals.Afailingacrossallthebusinessdisciplinesisthatwehavenotexplicitlyrecognizedthatthegoalofdoingresearchistomakebusinessandsocietybetter,ratherthansimplypublishinginsomewhere“good”orsomewherethat“counts”.
b.Whobenefitsfromourresearch?Currently,researchprimarilybenefitstheresearcherswhodoit(forcareeradvancement)andthosewhoreadit,whichconsistsprimarilyofotherscholars.Articlesarerecognizedforbeinginterestingornovelratherthanprovidingactionableinsights.Thereislow13TheDelphireport(AppendixC)explainingtheDelphimethodandfindingsisavailableonwww.rrbm.network.
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prioritygiventohowresearchcouldbenefitbusinessandthebroadersociety,includingemployees,customers,andcommunities.
c.Whatkindsoftopicsarewestudying?Moreoftenthannot,thechoiceoftopicsisdrivenlargelybythepriorliteratureanditsgaps,regardlessoftheimportanceofthetopictotheworldatlarge.Topicsarealsooftenguidedbytheavailabilityofdatasuitableforanalysisandpublication.Thisoftenlimitsresearchtoorganizationsthatarerequiredtodiscloseinformationonaregularbasis,inparticular,exchange-listedcorporations.Yetithasbeenobservedthatpublicfirmsareondecline.Experimentalresearchoftenfavorstopicsthatcanbestudiedinalabusingundergraduatestudents.Finally,businessschoolresearchoftentakestheformof“bite-sizedchunks”thatcanbeconductedinafewmonthsandconveyedinashortarticle.Booksareoftennotvaluedbypersonnelevaluationcommittees.Large-scaleprojectsareseldompursued.
d.WhattopicsSHOULDbusinessschoolresearchfocuson?TheDelphirespondentsexpressedsignificantconsensusonadelimitedsetofbigtopicsframedas“grandchallenges”.Thefivetopicsreceivingthegreatestassentincluded,orderedfromafocusonthefirmtothesociety:
1. Understandingthebroaderimpactoffirmsonsociety,beyondthecreationofshareholdervalue.
2. Understandingthechangingnatureofworkandtheworkforce,aswellasthechangingnatureofconsumersandtheirroleinco-creatingvalue.
3. Examiningthesocialsustainabilityofworkorganizations,includingtheimpactofworkandorganizationsonthehealthandwellbeingofemployees,customers,andsociety.
4. Enhancingenvironmentalsustainability,managingtheuseofnaturalresources,reducingnegativeenvironmentalimpact.
5. Alleviatingpoverty,creatinggreaterprosperity,andreducingeconomicinequality,bothlocallyandglobally.
TheabovetopicsmayreflectthedisciplinarybackgroundrepresentedbytherespondentsbuttheyalignwellwiththeUnitedNation’sSustainableDevelopmentGoals,andtheWorldEconomicForum’sGlobalRisksreports(2014to2016)identifyingincomedisparity,unemploymentandunderemployment,assetbubbles,andfailureoffinancialinstitutionsasthemajoreconomicrisks.Recenteffortsinmanagement,especiallytheSpecialResearchForumonGrandChallengesinManagement,serveasanexemplarforbusinessschoolresearchtacklingsocietallyrelevantproblems.144.TheUnderlyingResearchEcosystemanditsEquilibrium14GrandChallengesinManagementappearsintheDecember2016issue(volume59,issue6)oftheAcademyofManagementJournal.AlsoseeintroductiontotheforumbyGeorge,Howard-Grenvillle,Joshi,andTihanyi(2016).
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Whyistheresuchagapbetweenwhatbusinessschoolresearchcoulddoandwhatitactuallydoes?TheinsightsgainedfromtheDelphistudyhelpusidentifypointsofleverageandprovideamapoftheacademiccareersystemandtheincentivesitprovidesaroundresearch.Therelevantactors,theirprioritiesandinter-relationshipsamongtheactorsconstitutetheresearchecosystem.Theactorsincluderesearchers;journals,editorsandtheireditorialboards;facultyevaluationcommitteesandseniorfacultyateachschool;deans,provostsandpresidents;fundingagencieslikeNSF,NIH,orprivatefoundations;schooloruniversityrankingpublisherssuchasBusinessWeekandFinancialTimes;andbusinessschoolassociationssuchasEFMD,AACSB,CEEMAN,AMBA.Wemustalsoincludepractitionersandpolicymakersaspartoftheecosystem.Theyarethe“consumers”ofourproducts(knowledgefromresearch)andservices(teachingandconsulting).Withinthissystem,thejournalarticleistheessentialunitofcurrency.Facultymembersareevaluatedonthebasisoftheirpublicationsinasmallsetofelitejournals,definedby“impactfactor”(despitedoubtonitsvalueasanaccuratemeasureofquality)oritsappearanceonagreedlistsoftopjournals(e.g.,theFinancialTimes50,whichalsohasconcernsonthepoliticalnatureofjournalselection).Schoolsthemselvesareevaluatedinpartontheirfaculty’srecordofpublicationinthesejournals.Prospectivefacultymembers,inturn,weighjobopportunitiesonthebasisofschools’reputations,basedinpartonpublicationrecords.Thus,thosewhowanttoberewardedorienttheirworktowardtheperceivedstandardsofelitejournaleditorsandreviewers.Thesestandards,inturn,reflectthevaluesofeditorialboardmembers,whotendtobeaccomplishedscholarswhohavebeensuccessfulinthecurrentsystembasedontheirpublicationsinthelistofelitejournals.Takentogether,wehaveachievedanequilibriumwhereonesetofactionssupportsanothersetofactionsinareciprocalandmutuallyreinforcingway.However,thisequilibriumreflectsthelocalisolationofacademicsandacleardisconnectfromthesocietyembeddingtheresearchecosystem.Thelocalizedequilibriumhasledtoquestionsonbothscientificcredibilityandthesocietalvalueoftheresearch.Itshouldbeapparentthatsystemicchangeinthisequilibriumisdifficult,asanychangewillrequirecoordinatedactionsbykeyactorsinalltherelevantdecisionposts:deansandevaluationcommittees;journaleditorsandboards;fundingagencies;andaccreditationbodies.Noneofthemcandoitalone.Supposethatavisionarydeandecidedtoencourageadifferent,more“responsible”kindofworkthatwasnotcurrentlyrewardedbyelitejournals.Facultymightthenaimtheirpublicationsatlesserjournals(orevenbooks!),whichwouldharmtheschool’sreputation,makingitdifficulttohiretopscholarsandperhapsharmingtheschool’saccreditationandfunding.Orsupposethatavisionaryeditorofanelitejournalsoughttobreakawayfromthepackandpublishmoreresponsibleresearch.S/heislikelytofindthatboththeassociateeditorsandtheeditorialboardarenotenthusiasticaboutabandoningthestandardsinwhichtheyhavebeentrained(suchascontributiontotheory,sophisticatedstatistics,novelty).Evenifaneditorweresuccessfulinreplacingtheentireteamwithmoremalleablescholars,theresultisalmostcertaintobeadeclineinimpactandreputationofthejournalanditsremovalfromtheelitelist.Orimaginethatanaccreditingbodysoughttoradicallychangeitsstandards,withouttheparticipationoffaculty,deans,andjournaleditors.Muchthesameproblemarises,andit’s
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easytoimaginethatanewaccreditorwouldquicklyarisetotakeitsplace.Systemicchangerequirescoordinatedaction.Withoutit,independentstakeholderattemptswilllikelyfail.E.CONCLUSION:SCIENCEFORABETTERWORLDThecurrentsystemisfallingshortoffulfillingourcollectivepotential.But,wearenotsuggestingthatweshouldstoppublishinginthetopjournals,norshouldwemutecontributionstotheory.Wearesayingthattopjournalsarenottheonlyvenuethroughwhichtoshareourimportantdiscoveriesandshouldnotbeouronlyaspiration.Thegoalforresearchersandtheirinstitutionsshouldbesocietalimpact,notsimplypublicationsinasmallsetofjournalswithlimitedreadership.Thereareotherappropriateoutletslikebooks,specialtyorappliedjournals,andtheincreasinglyimportantInternetplatforms.Theresultsofresearchareimportantinputintothecurriculumandarethebasisforinformingpublicpoliciesandadvisingpractice.Ourcurrentecosystemisreinforcingresearchthatisnarrow,outdatedandinsulatedfromtherealworld.Weencourageincreasingthediversityoftopics,methods,disciplinaryperspectives,assumptions,contexts,anddisseminationmethods.Diversityshouldbeacentralpartofourresearchvision,withsocietalimpactasacentralgoalofresponsibleresearch.Theresearcheco-systemhasawebofinter-relatedplayers.Eachhasaroletoplayinencouragingandsupportingeffortstomovethecurrentcitation-basedpublication-orientedecosystemtoonethatsupportstheprinciplesassociatedwithresponsibleresearch.ComplementaryandcoordinatedactionsinvolvingallplayersintheecosystemarenecessarytoreachVision2030.1.Consequencesofa“Do-nothing”OptionDoingnothingandlettingthingsevolveontheirnaturalcourseiscertainlyanoption.ThisoptiondescribeshowthingshaveprogressedinthepasttwodecadesorsomemayevenarguesincetheGordonandHowellreportin1959.Butshouldwecontinuetoinvestinanactivitywithlimitedsubstantivereturns?Businessandmanagementresearchisextremelycostly.If50%ofthefacultyofatypicalresearchschooldevotes50%oftheirtimetoresearch,thenabout25%oftheschool’sbudgetisspentonresearch.Withincreasingcompetitionforresources,therewillbeincreasingpressuretodemonstratethesocietalvalueofresearchtoresourceproviders,orbusinessschoolswillruntheriskoflosinglegitimacy.LifeinbusinessschoolswillbecomemoreandmorestressfulasfacultyresearcherscontinuetocompetetopublishintheAjournals.Findingsuchresearchworktobebothstressfulanddemeaning,businessschoolsmaybegintolosetalentstotheirnon-university-basedcompetitors.Thistalentexithasalreadybegun,withscoresofacademicsjoininghitechstartups,whichofferthepromisetochangetheworldorprovideabigpayoff.Youngtalentsaspiringtomakeadifferenceintheworldandfindingmeaningintheirlifemaynotbeattractedtobusinessschoolsifthecurrentresearchcultureremains.2.TheChangingContextofBusinessandManagementSchoolsThemacrobusinessenvironmentischangingmorerapidlythanacademicscholarsseemtohaverealized.Thereareunprecedentedtechnologicalchanges:theubiquityofecommerce,
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increasinguseofartificialintelligenceandroboticstoreplacehumandecision-makingandtasksinmanyfieldsincludingmanufacturing,electronics,healthcare,andeducation.Forthebusinessschool,thereisatbeststagnantenrollment,escalatingtuition,decliningbudgetsupport,increasingcallforaccountabilityandtransparency,risinguseofMOOCs,alongwithglobalcompetitionamongover14,000businessschoolsworldwide.Thisispreciselythetimewhenweneedtostepbackandreflectontheroleofbusinessschoolsatlarge,andspecificallytheroleandpotentialimpactofresearchinthebusinessschools.Whatmustwedotoensurethatweareusingourresourcesandtalentseffectivelytoaddressthepressingproblemsconfrontingbusinessandsocietyinthetwenty-firstcentury?Engaginginresponsibleresearchinthemannerdescribedinthispaperisnotonlyimportantforboththeepistemicandsocialgoalsofsciencebutmoreimportantlyfortheflourishingofthebusinessesandsocietythatbusinessschoolsserve.Businessschoolsholdauniquepositiontocreatearesearch-basedpathtoabetterfuture.3.ACalltoAction:“ResponsibleResearchforBetterBusinessandaBetterWorld”Atthedawnofthe21stcentury,theworldisfacingchallengingtensionsinallaspectsofsociety:economic,political,technological,social,andenvironmental.TheUnitedNations(2015)haspledgedtoendpoverty,protecttheplanet,andensureprosperityinthenextfifteenyearsthroughimplementing17sustainablegoalsbyits195memberstates.15In2008,theNationalAcademyofEngineeringidentified14grandchallengesforengineeringintheareasofeducation,artificialintelligence,healthcare,cleanwater,energy,urbaninfrastructure,cyberspacesecurity,andmore.16Leadersingovernment,businessandcivilsocietieshaveidentifiedamyriadofsimilarchallenges.Businessandmanagementresearchcandomuchtocontributetomeetingthesechallengesbydiscoveringmanagementprocessesandsystemstoimprovecollectiveworkattheorganizationalandnationallevels.Thesecouldincludetheresponsibleuseoffinancialresources,accountingmethodsforassessingsocietalimpacts,innovativeproductsandservicestomeettheneedsofthebottomofthepyramid,sustainablemarketingandsupplychain,logisticstoreachcurrentlyinaccessibleregions,attentiontobothwealthcreationandwealthdistribuition,tonameafew.Contributingtoabetterworldistheultimategoalofscience.Scienceinbusinessandmanagementcanandmustliveuptoitsobligationandrealizeitspotentialthroughengaginginresponsibleresearchthatwehumblypropose. Weinvitewidespreaddebateanddialogueontheideasdiscussedinthiswhitepaper.
15PleasegototheSDGwebsite(http://www.un.org/sustainabledevelopment/sustainable-development-goals/)forthelistof17goals,suggestionsonimplementationactions,calendar,andwhateachpersoncandotohelpintheachievementofthesegoals.16PleaserefertotheAcademyofEngineeringwebsitefordetailsonthesegrandchallengesforengineeringinthe21stcentury:http://www.engineeringchallenges.org/challenges.aspx
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CommunityforResponsibleResearchinBusinessandManagement1. RashadAbdel-Khalik(accounting),UniversityofIllinois,Urbana-Champaign,U.S.A.;2. FranklinAllen(finance),ImperialCollege,U.K.;3. MatsAlvesson(management),LundUniversity,Sweden;4. MaryJoBitner(marketing),ArizonaStateUniversity;U.S.A.;
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5. IngmarBjorkman(dean,management),AaltoUniversity,Finland;6. HongbinCai(dean,appliedeconomics),PekingUniversity,China;7. JerryDavis(management),UniversityofMichigan,U.S.A.;8. ThomasDyllick(sustainablemanagement),UniversityofSt.Gallen,Switzerland;9. GerryGeorge(dean,entrepreneurship),SingaporeManagementUniversity,Singapore;10. WilliamGlick(management),RiceUniversity,U.S.A.;11. UlrichHommel(finance),EBSbusinessschool,Germany;12. XiongwenLu(dean,marketing),FudanUniversity,China;13. PeterMcKiernan(strategy),UniversityofStrathclyde,Scotland;14. KatrinMuff(sustainablemanagement),BusinessSchoolofLausanne,Switzerland;15. SergueiNetessine(technologyandopeationsmanagement),INSEAD,Singapore;16. MaureenO’Hara(finance),CornellUniversity,U.S.A.;17. DavidReibstein(marketing),UniversityofPennsylvania,U.S.A.;18. IraSolomon(dean,accounting),TulaneUniversity,U.S.A.;19. ChrisTang(operationsmanagement),UniversityofCalifornia,LosAngeles,U.S.A.;20. HowardThomas(strategy),SingaporeManagementUniversity,Singapore;21. AnneS.Tsui(management),UniversityofNotreDame,U.S.A.;22. XiaoboWu(dean,entrepreneurship),ZhejiangUniversity,China;23. BernardYeung(dean,strategy),NationalUniversityofSingapore,Singapore;24. SriZaheer(dean,entrepreneurship),UniversityofMinnesota,U.S.A.Supportedby:25. JonasHaertle(head),UnitedNationsGlobalCompactPRME;26. DanLeClair(executivevicepresident),AACSB,U.S.A.;27. ClairePreisser(associatedirector),AspenInstituteBusiness&SocietyProgram,U.S.A;28. MatthewWood(directorofoperations),EFMD,Belgium
