Grand Challenges, Covid‐19 and the Future of Organizational Scholarship

Howard‐Grenville, Jennifer

doi:10.1111/joms.12647

Cited by 81 publications

(80 citation statements)

References 13 publications

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“…COVID‐19 provides an exemplary case for illustrating the characteristics of GSCs (see, e.g., Howard‐Grenville, 2021) and the potential responses of reflexive RI. In particular, it has uncovered the complexity of assessing the impact and implications of a global GSC, interrelationships, and trade‐offs with regard to other GSCs (e.g., climate change, poverty, or other pandemics like Ebola: see, e.g., the Special Issue article by Arslan and Tarakci, 2020), secondary implications (e.g., for the economy), and the complexity of the responses.…”

Section: Responsible Innovation Structure Process and Outcomesmentioning

confidence: 99%

Grand Societal Challenges and Responsible Innovation

Voegtlin

Stahl

2021

J Management Studies

102

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Grand societal challenges (GSCs) represent complex, multi‐level, multi‐dimensional problems that require concerted efforts by various actors – public, private, and non‐profit – to be successfully addressed. Businesses – alone or in conjunction with governmental and non‐profit organizations – are relevant actors in this regard, as they represent a source of innovation. Responsible innovation (RI) is a framework that allows for the governance and evaluation of innovations with regard to their potential harmful consequences and positive contributions to societal challenges. Moreover, it stipulates that this evaluation process should be facilitated by appropriate governance structures at various levels. The aim of this article is to expand theorizing on GSCs and RI and to encourage research that explores their links. We outline pertinent characteristics of GSCs that make current conceptualizations of corporate social responsibility and social innovation limited in addressing GSCs. We explicate the reflexive and participative capacities of RI governance as a complementary and promising way forward. Finally, we introduce the contributions to this Special Issue as illustrations of relevant theoretical and empirical groundwork around GSCs and RI, and outline the agenda for future research.

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Section: Responsible Innovation Structure Process and Outcomesmentioning

confidence: 99%

Grand Societal Challenges and Responsible Innovation

Voegtlin

Stahl

2021

J Management Studies

102

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“…In this regard, COVID‐19 has drawn further attention to – and has brought into clear focus – the need for management scholars to address bigger, bolder, and broader questions. Indeed, management scholars have been challenging the management research community to tackle what are increasingly termed ‘grand challenges’, those complex, multi‐level, multi‐actor issues such as climate change, inequality, implications of mass migrations, and health crises (Bansal et al, 2021; Buckley et al, 2017; Crane and Matten, 2021; Howard‐Grenville, 2021; Munir, 2021). Many of these challenges have been exacerbated and aggravated by COVID‐19; for example, according to the United Nations, and additional 207 million people globally could be pushed into extreme poverty due to the Pandemic (UN, 2020).…”

Section: Continuity and Change In The Face Of Disruption: New Industries Models And Practicesmentioning

confidence: 99%

COVID‐19 and the Future of Management Studies. Insights from Leading Scholars

Muzio

Doh

2021

J Management Studies

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“…The slew of papers on how COVID‐19 will change management research and phenomena is in itself a sign that management researchers tend to be behind and often lack the standing to inform practitioners and the public on such matters. Exploratory, pluralistic, and debate‐driven inquiry into Grand Challenges is helpful (Howard‐Grenville, 2021), but it is not enough. The Grand Challenges and big questions that management researchers should study are hard to answer satisfactorily and often do not yield the intellectually stimulating findings that top journals expect [1]…”

Section: Chronic Problems Turned Existentialmentioning

confidence: 99%

Recalibrating Management Research for the Post‐COVID‐19 Scientific Enterprise

Fainshmidt

Andrews

Gaur

et al. 2021

J Management Studies

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Scientific experts have traditionally enjoyed high public trust, but their stock of social capital is eroding (Jacobs, 2020). This is particularly the case for management researchers, who are already viewed as elites disconnected from practice and the public. The COVID-19 pandemic has exacerbated lingering concerns about using public resources for university education and social sciences that yield questionable social returns with obfuscated outputs, lack of timeliness and accessibility, and fragmentation, but it has also 'changed science forever' (Yong, 2020): The post-COVID-19 scientific enterprise demands responsible use of societal resources through fast-paced research, social embeddedness, and coordination. Management research is everything but. For management scholars, this means recalibrating how research is conducted, evaluated, and disseminated to society. This commentary briefly outlines some tangible pathways toward that end. CHRONIC PROBLEMS TURNED EXISTENTIALThe notion that management research seldom reaches a broad audience or lacks pivotal societal impact is not new (Buckley et al., 2017), but stakeholder patience for using resources for management research has rapidly depleted due to COVID-19-driven resource constraints. The endless calls for individual researchers to do more 'impactful' or

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Grand Challenges, Covid‐19 and the Future of Organizational Scholarship

Cited by 81 publications

References 13 publications

Grand Societal Challenges and Responsible Innovation

Grand Societal Challenges and Responsible Innovation

COVID‐19 and the Future of Management Studies. Insights from Leading Scholars

Recalibrating Management Research for the Post‐COVID‐19 Scientific Enterprise

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