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Tuesday 26 February 2013

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A Conceptual Model of Virtual Product Development Process
Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study
Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation
Dealing with Virtual R&D Teams in New Product Development
Demystifying the Legend of Resistance to Change
Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team
Establishing Virtual R&D Teams: Obliged Policy
Innovation Process is Facilitated in Virtual Environment of R&D Teams
Knowledge Worker Role in the Virtual R&D Teams for New Product Development: A Measurement Model
Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy
Managing Communication in New Product Development Process: Virtual R&D Teams and Information Technology
New Product Development in Virtual Environment
New Product Development in Virtual Environment
Process Construct in the Virtual R&D Teams
R&D Networking and value Creation in SMEs R&D Networking and value Creation in SMEs
SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs
SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs
SMEs: ERP or Virtual Collaboration Teams
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
Virtual Environments Innovation and R&D Activities: Management Challenges
Virtual R&D team: Technology Transfer Facilitator
Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend
Virtual R&D Teams: A potential growth of education-industry collaboration
Virtual R&D Teams: A Sustainable Infrastructure for Promoting SMEs
Virtual R&D Teams: Innovation and Technology Facilitator
Virtual Teams and Management Challenges
Virtual Teams for NPD – an Innovative Experience for R&D Engineers
Virtual Teams: A New Opportunity to Develop a Business
Virtuality, innovation and R&D activities

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha :: SSRN

EconStor: Effective Virtual Teams for New Product Development

Title:
Effective Virtual Teams for New Product Development PDF Logo
Authors:
Ale Ebrahim, Nader
Ahmed Shamsuddin
Abdul Rashid, Salwa Hanim
Taha, Zahari
Issue Date:
7-Jun-2012
Citation:
[Journal:] Scientific Research and Essay [ISSN:] 1992-2248 [Publisher:] Academic Journals [Place:] Nairobi [Volume:] 7 [Issue:] 21 [Pages:] 1971-1985 [DOI/URN:] doi:10.5897/SRE10.1005
Abstract:
At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Subjects:
Virtual teams
collaboration
questionnaires
cross-functional teams
integration
performance
product development.
communication
JEL:
M12
O32
L11
Q31
M54
O1
Persistent Identifier of the first edition:
doi:10.5897/SRE10.1005
Creative Commons License:
http://creativecommons.org/licenses/by/3.0/
Appears in Collections:
Articles / Aufsätze







Files in This Item:
File Description SizeFormat
Effective virtual.pdf
558.26 kBAdobe PDF

EconStor: Effective Virtual Teams for New Product Development

Sunday 24 February 2013

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TOP 10 Papers for Journal of ERN: Team Theory (Topic)

January 2, 1997 to February 24, 2013


Rank Downloads Paper Title
1 877 Virtual Teams: A Literature Review
Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha,
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), University of Malaya (UM),
Date posted to database: November 7, 2009
Last Revised: November 7, 2009
2 726 Corporate Sustainability and the Individual: Understanding What Drives Sustainability Professionals as Change Agents
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Cambridge University - Programme for Sustainability Leadership, York University - Schulich School of Business,
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3 618 NBA Chemistry: Positive and Negative Synergies in Basketball
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AllianceBernstein, NYU Poly - Department of Finance and Risk Engineering , AllianceBernstein,
Date posted to database: September 30, 2011
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4 540 Organizational Citizenship Behavior and the Quantity and Quality of Work Group Performance
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Date posted to database: April 6, 2010
Last Revised: August 19, 2010
5 496 Compensation and Peer Effects in Competing Sales Teams
Tat Y. Chan, Jia Li, Lamar Pierce,
Washington University in Saint Louis - John M. Olin Business School, Purdue University - Krannert School of Management, Washington University, Saint Louis - John M. Olin School of Business ,
Date posted to database: March 25, 2009
Last Revised: January 10, 2012
6 432 Kiva.org: Crowd-Sourced Microfinance and Cooperation in Group Lending
Scott E. Hartley,
Stanford University,
Date posted to database: March 26, 2010
Last Revised: March 26, 2010
7 256 The Role of Social Capital in Virtual Teams and Organisations: Corporate Value Creation
Ludmila Striukova, Thierry Rayna,
University College London, London Metropolitan Business School,
Date posted to database: April 24, 2009
Last Revised: May 4, 2009
8 252 Transformational Leadership: Increasing Institutional Effectiveness Through Participative Decision Making
Erin Jennifer McCann,
Unaffiliated Authors - affiliation not provided to SSRN,
Date posted to database: March 26, 2011
Last Revised: March 26, 2011
9 244 Red Cards: Not Such Bad News For Penalized Guest Teams
Mario Mechtel, Tobias Brändle, Agnes Bäker, Karin Vetter,
University of Trier - Institute of Labour Law and Industrial Relations in the European Community, University of Tuebingen, University of Tuebingen, University of Tuebingen,
Date posted to database: March 25, 2010
Last Revised: March 20, 2012
10 241 Innovation and R&D Activities in Virtual Team
Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha,
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), University of Malaya (UM),
Date posted to database: November 7, 2009
Last Revised: November 7, 2009

SSRN Top Downloads

SSRN ERN: Team Theory (Topic)


Incl. Electronic Paper Process Construct in the Virtual R&D Teams
in Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference (APIEMS 2012), Patong Beach, Phuket, Thailand, 2012, pp. 1822-1828, December 2012
Nader Ale Ebrahim , Shamsuddin Ahmed , Salwa Hanim Abdul Rashid , Zahari Taha and Marjan Mohammadjafari
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering , University of Malaya (UM) , University of Malaya (UM) - Department of Engineering Design and Manufacture , University Malaysia Pahang - Department of Manufacturing Engineering and University of Malaya (UM)
Date Posted: February 22, 2013
Accepted Paper Series
6 downloads

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Jeannette Brosig-Koch , Timo Heinrich and Christoph Helbach
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University of Twente and University of Twente - Faculty of Behavioural Sciences
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Science and Research Branch, Islamic Azad University, Tehran
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Working Paper Series
1 downloads

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British Journal of Management, Vol. 24, Issue 1, pp. 21-37, 2013
Naomi Ellemers , Daan Stam and Dick de Gilder
University of Leiden - Department of Social and Organizational Psychology , affiliation not provided to SSRN and affiliation not provided to SSRN
Date Posted: January 24, 2013
Accepted Paper Series

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P. Robertson, Always Change a Winning Team, Marshall Cavendish Business, 2005
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Monterey Institute of International Studies
Date Posted: January 15, 2013
Accepted Paper Series
65 downloads

Incl. Fee Electronic Paper Imprinting Effects of Founding Core Teams on HR Values in New Ventures
Special Issue on Entrepreneurial and Family Business Teams, Vol. 37, Issue 1, pp. 87-106, 2013
Aegean Leung , Maw Der Foo and Sankalp Chaturvedi
National University of Singapore (NUS) , affiliation not provided to SSRN and Imperial College London
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Accepted Paper Series

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Leon Schjoedt , Erik Willard Monsen , Allison Pearson , Tim Barnett and James J. Chrisman
Illinois State University - College of Business , Strathclyde Business School, Hunter Centre for Entrepreneurship , affiliation not provided to SSRN , Mississippi State University - College of Business and Mississippi State University - College of Business
Date Posted: January 11, 2013
Accepted Paper Series

Exhibiting Leadership Behaviors in Project-Based Work: Does Team Personal Style Composition Matter
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3 downloads

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24 downloads

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University of Amsterdam - Faculty of Economics and Business (FEB) , University of Western Ontario and University of Amsterdam - Department of Economics
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14 downloads

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San Francisco State University
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University of Western Australia and affiliation not provided to SSRN
Date Posted: November 30, 2012
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3 downloads

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Working Paper of the Max Planck Institute for Tax Law and Public Finance No. 2012-10
Luisa Herbst , Kai A. Konrad and Florian Morath
Max Planck Institute for Tax Law and Public Finance , Max Planck Institute for Tax Law and Public Finance and Max Planck Institute for Tax Law and Public Finance
Date Posted: November 01, 2012
Last Revised: November 06, 2012
Working Paper Series
23 downloads

Incl. Fee Electronic Paper Antecedents and Consequences of Team Sensemaking Capability in Product Development Projects
R&D Management, Vol. 42, Issue 5, pp. 473-493, 2012
Ali E. Akgün , Halit Keskin , Gary Lynn and Derya Dogan
affiliation not provided to SSRN , affiliation not provided to SSRN , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and Gebze Institute of Technology
Date Posted: October 20, 2012
Accepted Paper Series

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Marc-Andreas Muendler and James E. Rauch
University of California, San Diego (UCSD) - Department of Economics and University of California at San Diego
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Incl. Fee Electronic Paper Peer Transparency in Teams: Does It Help or Hinder Incentives?
International Economic Review, Vol. 53, Issue 4, pp. 1257-1286, 2012
Parimal Kanti Bag and Nona Pepito
National University of Singapore and affiliation not provided to SSRN
Date Posted: October 11, 2012
Accepted Paper Series

Incl. Electronic Paper The Impact of Managerial Change on Performance: The Role of Team Heterogeneity
CESifo Working Paper Series No. 3950
Sandra Hentschel , Gerd Muehlheusser and Dirk Sliwka
University of Bielefeld , University of Hamburg and University of Cologne - Department of Business Administration and Human Resource Management
Date Posted: October 04, 2012
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22 downloads

Incl. Electronic Paper Knowledge Networks in New Product Development Projects: A Transactive Memory Perspective
Information & Management 42 (2005) 1105-1120
Ali Akgun , John C. Byrne , Halit Keskin , Gary Lynn and Salih Z. Imamoglu
affiliation not provided to SSRN , affiliation not provided to SSRN , affiliation not provided to SSRN , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
Date Posted: September 27, 2012
Accepted Paper Series
13 downloads

Incl. Electronic Paper New Product Development in Turbulent Environments: Impact of Improvisation and Unlearning on New Product Performance
J. Eng. Technol. Manage. 24 (2007) 203-230
Ali Akgun , John C. Byrne , Gary Lynn and Halit Keskin
affiliation not provided to SSRN , affiliation not provided to SSRN , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
Date Posted: September 27, 2012
Accepted Paper Series
9 downloads

Incl. Electronic Paper The Impacts of Speed-to-Market on New Product Success: The Moderating Effects of Uncertainty
IEEE Transactions of Engineering Management, Vol. 52, No. 2, May 2005
Jiyao Chen , Richard R. Reilly and Gary Lynn
Oregon State University , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and Stevens Institute of Technology - Wesley J. Howe School of Technology Management
Date Posted: September 27, 2012
Accepted Paper Series
10 downloads

Incl. Electronic Paper Learning Process in New Product Development Teams and Effects on Product Success: A Socio-Cognitive Perspective
Industrial Marketing Management 35 (2006) 210-224
Ali Akgun , Gary Lynn and Cengiz Yilmaz
affiliation not provided to SSRN , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
Date Posted: September 27, 2012
Accepted Paper Series
9 downloads

Incl. Electronic Paper Media Variety and Task Complexity Coping in Teams: Theory Development and Empirical Analysis
MIS Quarterly, Forthcoming
Gary Lynn
Stevens Institute of Technology - Wesley J. Howe School of Technology Management
Date Posted: September 27, 2012
Accepted Paper Series
15 downloads

Incl. Electronic Paper Antecedents and Consequences of Unlearning in New Product Development Teams
Journal of Product Innovation Management, Vol. 23, p. 73, 2006
Ali Akgun , Gary Lynn and John C. Byrne
affiliation not provided to SSRN , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
Date Posted: September 27, 2012
Accepted Paper Series
4 downloads

Incl. Electronic Paper Does Team Telecommuting Affect Productivity? An Experiment
Glenn Dutcher and Krista Jabs Saral
University of Innsbruck and Webster University Geneva
Date Posted: September 27, 2012
Last Revised: January 22, 2013
Working Paper Series
27 downloads

Teamwork, Including Recognizing the Life-Cycle of Teams, Team/Group Behaviour and Selection: A Teaching Note
R. Das, Handbook of Management Principles: MNC Perpsective, Verlag, 2010
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Centre of Risk Management and Derivatives (CRMD Jodhpur)
Date Posted: September 27, 2012
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Gary Lynn , Richard R. Reilly and Ali Akgun
Stevens Institute of Technology - Wesley J. Howe School of Technology Management , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
Date Posted: September 26, 2012
Working Paper Series
15 downloads

Incl. Electronic Paper Technology Usage and Sales Teams: A Multilevel Analysis of the Antecedents of Usage
Luke Weinstein and Ryan Mullins
University of Connecticut - Department of Marketing and Clemson University
Date Posted: September 21, 2012
Working Paper Series
12 downloads

Incl. Electronic Paper How to (Crowd-)Fund and Manage the (User-)Innovation: The Case of Big Buck Bunny
Proceedings of the Workshop on Open Source and Design of Communication, pp. 51-56, ACM, 2012
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University Paris Ouest - Nanterre La Defense
Date Posted: September 17, 2012
Accepted Paper Series
38 downloads

Incl. Electronic Paper Team Based Rewards - Major Problems and Suggestions
Shashi Pingolia
Delhi School of Economics
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Incl. Electronic Paper Project Design with Limited Commitment and Teams
George Georgiadis , Steven A. Lippman and Christopher S. Tang
University of California, Los Angeles (UCLA) - Anderson School of Management , University of California, Los Angeles (UCLA) - Policy Area and UCLA Anderson School
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Working Paper Series
3 downloads

The Importance of Total Salaries in Determining Team Success: An Econometric Analysis of the NHL Salary Cap
Alex Peden
University of Manitoba - Department of Community Health Sciences (CHS)
Date Posted: September 12, 2012
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IIM Bangalore Research Paper No. 271
Haritha Saranga
Indian Institute of Management (IIMB), Bangalore
Date Posted: September 05, 2012
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9 downloads

Incl. Fee Electronic Paper Leader Openness, Nationality Dissimilarity, and Voice in Multinational Management Teams
Journal of International Business Studies, Vol. 43, Issue 6, pp. 591-613, 2012
Christian Tröster and D.L. van Knippenberg
affiliation not provided to SSRN and Erasmus University Rotterdam (EUR)
Date Posted: August 09, 2012
Accepted Paper Series

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IZA Discussion Paper No. 6747
Marisa Ratto , Emma Tominey and Thibaud Verge
affiliation not provided to SSRN , University of Bristol - Leverhulme Centre for Market and Public Organisation (CMPO) and University of Bristol - Leverhulme Centre for Market and Public Organisation (CMPO)
Date Posted: July 28, 2012
Working Paper Series
18 downloads

Incl. Electronic Paper Ethnic Diversity and Team Performance: A Field Experiment
IZA Discussion Paper No. 6731
Sander Hoogendoorn and Mirjam van Praag
University of Amsterdam - Faculty of Economics and Business (FEB) and University of Amsterdam - Department of Economics
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Amanda H. Goodall and Ganna Pogrebna
IZA Institute for the Study of Labor and Columbia University
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A Comparative Analysis of the Incentive Systems Under Taylorism and Fordism
Storia del Pensiero Economico, 2008/2, 65-89
Maurizio Lisciandra
University of Messina
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University of Zurich - Department of Business Administration (IBW) , University of Zurich - Department of Business Administration (IBW) , University of Zurich and University of Zurich - Department of Business Administration (IBW)
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affiliation not provided to SSRN , affiliation not provided to SSRN , affiliation not provided to SSRN and affiliation not provided to SSRN
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SSRN ERN: Team Theory (Topic)

Saturday 23 February 2013

Maximizing the impacts of your research: a handbook for social scientists - LSE Research Online

Maximizing the impacts of your research: a handbook for social scientists

Public Policy Group, LSE (2011) Maximizing the impacts of your research: a handbook for social scientists. Consultation draft 3. LSE Public Policy Group, London School of Economics and Political Science, London, UK.
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Item Type: Monograph (Report)
Official URL: http://www2.lse.ac.uk/government/research/resgroup...
Additional Information: © 2011 LSE
Library of Congress subject classification: H Social Sciences > H Social Sciences (General)
L Education > LB Theory and practice of education > LB2300 Higher Education
Sets: Collections > Impact of Social Sciences Blog at LSE
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Rights: http://www.lse.ac.uk/library/rights/LSERO.htm
Identification Number: Consultation draft 3
URL: http://eprints.lse.ac.uk/35758/

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Maximizing the impacts of your research: a handbook for social scientists - LSE Research Online

EconPapers: Process Construct in the Virtual R&D Teams

Process Construct in the Virtual R&D Teams

Nader Ale Ebrahim (al_e_ebrahim@yahoo.com), Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha and Mohammadjafari Marjan
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Post-Print from HAL
Abstract: literature proves the importance of the process role in the effectiveness of virtual research and development (R&D) teams for new product development (NPD). However, the factors that make process construct in a virtual R&D team are still unclear. The manager of virtual R&D teams for NPD does not know which items of process should be used. To address the gap and answer the question, the study presents a set of factors that make a process construct. The proposed construct modified by finding of the field survey. We empirically examine the relationship between construct, dimensions and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 13 preliminary factors that extracted from literature review. The result shows 9 factors out of 13 factors maintaining to make process construct. These factors can be grouped into two dimensions namely generating report and collaborative system. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for future research.
Keywords: Collaboration teams; questionnaires performance; cross-functional teams; product development; measurement model; virtual team (search for similar items in EconPapers)
Date: 2012-12-03
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00787805
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Published - Presented, Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference 2012, 2012, Patong Beach, Phuket, Thailand
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EconPapers: Process Construct in the Virtual R&D Teams

Executive Summary | Impact of Social Sciences

Executive Summary

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Executive Summary


Defining research impacts

1. A research impact is a recorded or otherwise auditable occasion of influence from academic research on another actor or organization.
a. Academic impacts from research are influences upon actors in academia or universities, e.g. as measured by citations in other academic authors’ work.
b. External impacts are influences on actors outside higher education, that is, in business, government or civil society, e.g. as measured by references in the trade press or in government documents, or by coverage in specialist ‘close to policy’ media, or by coverage in mass media.
2. A research impact is an occasion of influence and hence it is not the same thing as a change in outputs or activities as a result of that influence, still less a change in social outcomes. Changes in organizational outputs and social outcomes are always attributable to multiple forces and influences. Consequently, verified causal links from one author or piece of work to output changes or to social outcomes cannot realistically be made or measured in the current state of knowledge.
3. A research impact is also emphatically not a claim for a clear-cut social welfare gain (i.e. it is not causally linked to a social outcome that has been positively evaluated or validated as beneficial to society in some way).
4. However, secondary impacts from research can sometimes be traced at a much more aggregate level, and some macro-evaluations of the economic net benefits of university research are feasible. Improving our knowledge of primary impacts as occasions of influence is the best route to expanding what can be achieved here.

What shapes the citing of academic publications?

5. Citation rates are now appropriately used as a basis for tracking academic impacts across all disciplines. The barriers to their use in the socials sciences, humanities and applied STEM disciplines have all greatly reduced in recent years. Yet the shape of citation rates still vary widely across academic disciplines.
6. There are substantial differences in the general rate of citing across disciplines with more cites (including self-cites) being found in the sciences than the social sciences.
7. The type of output chosen affects citation rates e.g. on average a book will take longer to be referred to but will be cited for longer.
8. How academics balance their time across the six areas of responsibility will be another important factor in citation rates.

Knowing your strengths

9. In the past academics have had few available tools to track their citation rates. We suggest using a combination of the three best tools which are Harzing’s Publish or Perish, Google Scholar and Google Book Search, and the ISI Web of Knowledge.
Google Scholar Citations also is a new facility that may have extensive impact and take-up in academia in the next 2-3 years.
10. Having a distinctive author name is very helpful for academics’ work to be easily found amongst a global deluge of information – academics should choose an author name that will allow their citations to be easily retrieved in global-scale publishing markets.
11. Conventional citation-tracking systems like ISI WOK and Scopus have limited coverage in the social sciences and humanities, and an American-based geographical bias, as well as capturing relatively few citations in languages other than English. They are only just planning to cover books and do not cover working papers.
12. Internet-based systems like Harzing’s Publish or Perish, Google and Scirus cover a wider range of academic outputs and now provide more reliable analysis of how research is being cited – they are much more reliable and inclusive in the social sciences and humanities.

Key measures of academic influence

13. Simple indicators for judging citation rates – such as total number of publications, total number of citations, and an age-weighted citation rate do not accurately capture an academics’ citation success.
14. Calculating an academic’s h-score and g-score provides a more robust picture of how much an academic’s work is valued by her peers.
15. Across all disciplines in the social sciences, journal articles account for the majority of citations, reflecting the large numbers of published articles. Books account for 8 to 30 per cent of citations across different disciplines. Books may figure disproportionately amongst those well-cited entries that build h scores and the g index. Book chapters in edited books, however, are often hard to find and are poorly referenced.
16. Network analysis can help shed light on the difference in citation rates between ‘hub’ and ‘authority’ academics at different stages in their careers, which compares the number of inward and outward citations.  

Getting better cited

17. Academics who wish to improve the citation rate of their journal articles should ensure that title names are informative and memorable, and that their abstracts contain key ‘bottom line’ or ‘take-away points’. ‘Narrative’ titles that in some way cue findings have many advantages in modern academic communication.
18. Book authors should ensure that their titles and sub-titles are distinctive yet appear in general ‘Google Book’ searches around the given theme.
19. There are a number of schools of thoughts regarding self-citations. In general academics should aim to ensure their own self-citation rate is in line with those of other academics in the same discipline.
20. Co-authored outputs tend to generate more citations due to networking effects between authors in a given research team or lab, especially if the co-authors come from different universities or countries.

Patterns of external research impacts

21. Generating impact within single academic disciplines is a complex process encompassing not only ‘discovery’ but also integration, application, and professional renewal; each of which make significant demands on an academic’s time and contribute to impacts. E.g. some of the academic impacts with the widest reach and greatest significance arise from integration work, not just applications or discovery work, especially in the social sciences
22. Academic work is highly siloed into disciplines while societal problems are multi-dimensional. Bridging scholarship across disciplines, promoting integration at the university level, and engaging in academic and professional service are some key additional ways in which academics’ work can better reach and influence wider society.
23. The ‘impacts interface’ describes how in advanced societies intermediaries – such as consultancies, professional networks, think tanks, specialist media, and other organisations – aggregate, distil and re-package trends in academic research for clients and other actors in the private sector, government, and civil society.
24. Academics giving informal advice to businesses, along with lectures, networking, contract work, student placements, joint publications and consultancy are the most widely undertaken activities likely to generate external impacts.

Is there an impacts gap?

25. Government officials and businesses often complain of an ‘impact gap’ where academic research fails to fulfil its potential to influence wider societal development. (The wider issue of ‘outcome gaps’ is too difficult to track or discuss due to the multi-causal nature of social life and the weak existing evidence base about such issues).
26. If there is an impacts gap it could be attributed to:
  • demand and supply mismatches;
  • insufficient incentives problems;
  • poor mutual understanding and communication;
  • cultural mismatch problems; or
  • weak social networks and social capital.

27. Solutions to effectively combat an impacts gap cannot be homogenous across all academic disciplines and sectors, but rather should be innovative and tailored to the demonstrated problem.

How researchers achieve external impacts

28. While different authors and schools of thoughts within disciplines will take a different view of what factors make a difference to an academic achieving external impacts, we hypothesize that the following seven variable are the most relevant:
  • his or her academic credibility;
  • dispositional and sub-field constraints that rule some academics out of influence;
  • networking skills;
  • personal communication capacity;
  • external reputation;
  • experience of applied and joined-up work; and
  • track record of successful applied and joined-up work.

29. Analysis of our pilot sample of 120 academics shows that academics who are cited more in the academic literature in social sciences are also cited more in non-academic Google references from external actors.
30. Researchers responding to research councils and funding bodies tend to claim impact in a haphazard way. It is possible to see in more detail analysis a more robust link between outputs produced for a particular project and objectively moderated impact assessments.

How organizations achieve external impact

31. While academic departments, labs, and research groups produce a great deal of explicit knowledge, it is their collective ‘tacit knowledge,’ which is the most difficult to communicate to external audiences, and yet that tends to have the most impact.
32. The changing nature of commissioned academic work means that the time lag in achieving external impacts can be radically reduced, yet any external impact of non-commissioned work is likely to lag far beyond its academic impact.
33. It is important for both individual departments/ research labs, schools or faculties, and the University as a whole to systematically collect, access and arrange auditable data on external impacts; keeping in mind that some ‘naïve customers’ like funders, regulators, and other parts of their universities may insist on proof of ‘extended’ impacts
34. Making meaningful comparisons between universities’ and individual departments’ external impacts requires contextual understanding of how departments and universities generally perform in a given country and institutional environment.
35. Seeking to improve external impact should not mean sacrificing academic independence and integrity. Compiling a risk assessment for working with external actors or funders is one way to mitigate the politicization of one’s research. 

Expanding external research impacts

36. Academics should move beyond simply maintaining a CV and publications list and develop and keep updated an ‘impacts file’ which allows them to list occasions of influence in a recordable and auditable way.
Departments and universities can best encourage academics to collation raw data on external impacts by asking staff systematically and regularly about their impact work and assigning some weight to impact track records
in academic promotion procedures.
7. The type of output chosen affects citation rates e.g. on average a book will take longer to be referred to but will be cited for longer.

8. How academics balance their time across the six areas of responsibility will be another important factor in citation rates.

Knowing your strengths

9. In the past academics have had few available tools to track their citation rates. We suggest using a combination of the three best tools which are Harzing’s Publish or Perish, Google Scholar and Google Book Search, and the ISI Web of Knowledge.
       Google Scholar Citations also is a new facility that may have extensive impact and take-up in academia in the next 2-3 years.

10. Having a distinctive author name is very helpful for academics’ work to be easily found amongst a global deluge of information – academics should choose an author name that will allow their citations to be easily retrieved in global-scale publishing markets.

11. Conventional citation-tracking systems like ISI WOK and Scopus have limited coverage in the social sciences and humanities, and an American-based geographical bias, as well as capturing relatively few citations in languages other than English. They are only just planning to cover books and do not cover working papers.

12. Internet-based systems like Harzing’s Publish or Perish, Google and Scirus cover a wider range of academic outputs and now provide more reliable analysis of how research is being cited – they are much more reliable and inclusive in the social sciences and humanities.

Key measures of academic influence

13. Simple indicators for judging citation rates – such as total number of publications, total number of citations, and an age-weighted citation rate do not accurately capture an academics’ citation success.

14. Calculating an academic’s h-score and g-score provides a more robust picture of how much an academic’s work is valued by her peers.

15. Across all disciplines in the social sciences, journal articles account for the majority of citations, reflecting the large numbers of published articles. Books account for 8 to 30 per cent of citations across different disciplines. Books may figure disproportionately amongst those well-cited entries that build h scores and the g index. Book chapters in edited books, however, are often hard to find and are poorly referenced.

16. Network analysis can help shed light on the difference in citation rates between ‘hub’ and ‘authority’ academics at different stages in their careers, which compares the number of inward and outward citations.

Getting better cited

17. Academics who wish to improve the citation rate of their journal articles should ensure that title names are informative and memorable, and that their abstracts contain key ‘bottom line’ or ‘take-away points’. ‘Narrative’ titles that in some way cue findings have many advantages in modern academic communication.

18. Book authors should ensure that their titles and sub-titles are distinctive yet appear in general ‘Google Book’ searches around the given theme.

19. There are a number of schools of thoughts regarding self-citations. In general academics should aim to ensure their own self-citation rate is in line with those of other academics in the same discipline.

20. Co-authored outputs tend to generate more citations due to networking effects between authors in a given research team or lab, especially if the co-authors come from different universities or countries.

Patterns of external research impacts

21. Generating impact within single academic disciplines is a complex process encompassing not only ‘discovery’ but also integration, application, and professional renewal; each of which make significant demands on an academic’s time and contribute to impacts. E.g. some of the academic impacts with the widest reach and greatest significance arise from integration work, not just applications or discovery work, especially in the social sciences

22. Academic work is highly siloed into disciplines while societal problems are multi-dimensional. Bridging scholarship across disciplines, promoting integration at the university level, and engaging in academic and professional service are some key additional ways in which academics’ work can better reach and influence wider society.

other organisations – aggregate, distil and re-package trends in academic research for clients and other actors in the private sector, government, and civil society.

24. Academics giving informal advice to businesses, along with lectures, networking, contract work, student placements, joint publications and consultancy are the most widely undertaken activities likely to generate external impacts.

Is there an impacts gap?

25. Government officials and businesses often complain of an ‘impact gap’ where academic research fails to fulfil its potential to influence wider societal development. (The wider issue of ‘outcome gaps’ is too difficult to track or discuss due to the multi-causal nature of social life and the weak existing evidence base about such issues).

26. If there is an impacts gap it could be attributed to:
·        demand and supply mismatches;
·        insufficient incentives problems;
·        poor mutual understanding and communication;
·        cultural mismatch problems; or
·        weak social networks and social capital.

27. Solutions to effectively combat an impacts gap cannot be homogenous across all academic disciplines and sectors, but rather should be innovative and tailored to the demonstrated problem.

How researchers achieve external impacts

28. While different authors and schools of thoughts within disciplines will take a different view of what factors make a difference to an academic achieving external impacts, we hypothesize that the following seven variable are the most relevant:
·        his or her academic credibility;
·        dispositional and sub-field constraints that rule some academics out of influence;
·        networking skills;
·        personal communication capacity;
·        external reputation;
·        experience of applied and joined-up work; and
·        track record of successful applied and joined-up work.

29. Analysis of our pilot sample of 120 academics shows that academics who are cited more in the academic literature in social sciences are also cited more in non-academic Google references from external actors.

30. Researchers responding to research councils and funding bodies tend to claim impact in a haphazard way. It is possible to see in more detail analysis a more robust link between outputs produced for a particular project and objectively moderated impact assessments.

How organizations achieve external impact

31. While academic departments, labs, and research groups produce a great deal of explicit knowledge, it is their collective ‘tacit knowledge,’ which is the most difficult to communicate to external audiences, and yet that tends to have the most impact.

32. The changing nature of commissioned academic work means that the time lag in achieving external impacts can be radically reduced, yet any external impact of non-commissioned work is likely to lag far beyond its academic impact.

33. It is important for both individual departments/ research labs, schools or faculties, and the University as a whole to systematically collect, access and arrange auditable data on external impacts; keeping in mind that some ‘naïve customers’ like funders, regulators, and other parts of their universities may insist on proof of ‘extended’ impacts

34. Making meaningful comparisons between universities’ and individual departments’ external impacts requires contextual understanding of how departments and universities generally perform in a given country and institutional environment.

35. Seeking to improve external impact should not mean sacrificing academic independence and integrity. Compiling a risk assessment for working with external actors or funders is one way to mitigate the politicization of one’s research.

Expanding external research impacts

36. Academics should move beyond simply maintaining a CV and publications list and develop and keep updated an ‘impacts file’ which allows them to list occasions of influence in a recordable and auditable way.
Departments and universities can best encourage academics to collation raw data on external impacts by asking staff systematically and regularly about their impact work and assigning some weight to impact track records in academic promotion procedures.
37. Universities’ events programmes should be re-oriented toward promoting their own research strengths, as well as external speakers. Events should be integrated multi-media and multi-stage from the outset, and universities should seek to develop ‘zero touch’ technologies to track and better target audience members.
38. Universities should learn from corporate customer relationship management (CRM) systems to better collect, collate, and analyse information gathered from discrete parts of the university and encourage academics to record their impact-related work with external actors. Recommendation 36 above is a key prior stage here.
39. ‘Information wants to be free.’ Publishing some substantive and informative form of an academic research on the open web or storing it in a university’s online depository is essential to ensure that readers beyond academia can gain easy access to research.
40. Improving professional communication, such as through starting multi-author blogs, can help academics ‘cut out the middleman’ and disseminate their research more broadly. By fostering direct and timely communication with wider and more diverse audiences, in a completely open-web format, multi-author academic blogs can greatly expand the detail, accuracy and immediacy of the messages that get ‘translated’ by external audiences.
41. Academics must realise that key interface bodies like think tanks, consultancies and multiple professional networks are not going to go away. Being ‘smart but tough’ about working with intermediaries and networks can broaden access to the potential beneficiaries of research.

Executive Summary | Impact of Social Sciences