“…Research brings new knowledge, which is important in expanding and satisfying human needs. At the same time, it was noted that much research was performed without attention to the allocation and coordination of the problems of research (Kaldor, 1966). Therefore, it was essential for researchers to establish a research agenda that tackles the vital matters that solve current problems.…”
Section: Introductionmentioning
confidence: 99%
“…This is needed when applying for funding, when the academic researcher analyzes the situation and the requirements for the fund, so as to avoid rejection. As for the second decision‐making style, it is assumed that the more pressure the academic researcher experiences when applying for a fund, the more their decision to prioritize the research agenda becomes dependent on their approval (Kaldor, 1966; Vincent‐Lancrin, 2006). Proposition 2a: management academic researchers who fall under high institutional funding pressure when setting a prioritized research agenda tend to be highly rational and dependent decision‐makers.…”
This paper aims to investigate the process of setting a prioritized research agenda that tackles the relevance gap in the management field as a method of academic branding for scholars. This is done by assessing the institutional and individual factors that affect research agenda prioritization for the management scholar. A conceptual approach, that is the outcome of theory analysis and the investigation of previous literature, is adopted. This results in a conceptual framework that tackles the relationship between the factors on one side and decision‐making styles on the other. The study has implications for scholars to keep in perspective a conceptualization of the factors that could influence their research agenda setting process. This study has two contributions. First, the delivery of a conceptual framework that is relevant to management scholars to help prioritize research agenda that contributes to academic branding, and second is the linking of decision‐making styles to these factors.
“…Research brings new knowledge, which is important in expanding and satisfying human needs. At the same time, it was noted that much research was performed without attention to the allocation and coordination of the problems of research (Kaldor, 1966). Therefore, it was essential for researchers to establish a research agenda that tackles the vital matters that solve current problems.…”
Section: Introductionmentioning
confidence: 99%
“…This is needed when applying for funding, when the academic researcher analyzes the situation and the requirements for the fund, so as to avoid rejection. As for the second decision‐making style, it is assumed that the more pressure the academic researcher experiences when applying for a fund, the more their decision to prioritize the research agenda becomes dependent on their approval (Kaldor, 1966; Vincent‐Lancrin, 2006). Proposition 2a: management academic researchers who fall under high institutional funding pressure when setting a prioritized research agenda tend to be highly rational and dependent decision‐makers.…”
This paper aims to investigate the process of setting a prioritized research agenda that tackles the relevance gap in the management field as a method of academic branding for scholars. This is done by assessing the institutional and individual factors that affect research agenda prioritization for the management scholar. A conceptual approach, that is the outcome of theory analysis and the investigation of previous literature, is adopted. This results in a conceptual framework that tackles the relationship between the factors on one side and decision‐making styles on the other. The study has implications for scholars to keep in perspective a conceptualization of the factors that could influence their research agenda setting process. This study has two contributions. First, the delivery of a conceptual framework that is relevant to management scholars to help prioritize research agenda that contributes to academic branding, and second is the linking of decision‐making styles to these factors.
“…In recent years these rumblings have become more ominous and widespread among the lay public as well as among professionals [1,2]. In recent years these rumblings have become more ominous and widespread among the lay public as well as among professionals [1,2].…”
“…They may prohibit the use of otherwise feasible processes. Alternatively, the terms under which certain of the inputs are obtained may limit the uses to which these resources may be put.^ Isee (26) for some idea about how these restrictions might apply to research funds.…”
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