2019
DOI: 10.1016/j.indmarman.2019.08.001
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How to collaborate really well with practitioners

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Cited by 28 publications
(13 citation statements)
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“…Over the years, UNIMC has created networks at a local level and also gradually broadened national and international circuits of knowledge and expertise (Atterton and Thompson 2010 ). All these are based on a relational attitude (Docherty and Smith 2007 ) which expresses itself through openness to learn from each other and interact (Di Benedetto et al 2019 ). Investigating and discussing similar situations in other countries could contribute to tackle local societal challenges and find innovative solutions that may be adjusted to local contexts.…”
Section: Findings and Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…Over the years, UNIMC has created networks at a local level and also gradually broadened national and international circuits of knowledge and expertise (Atterton and Thompson 2010 ). All these are based on a relational attitude (Docherty and Smith 2007 ) which expresses itself through openness to learn from each other and interact (Di Benedetto et al 2019 ). Investigating and discussing similar situations in other countries could contribute to tackle local societal challenges and find innovative solutions that may be adjusted to local contexts.…”
Section: Findings and Discussionmentioning
confidence: 99%
“…However, this also requires academics to develop competences that go beyond their own abilities in research: facilitation, consultancy, and project management skills are needed (Docherty and Smith 2007 ), as well as a more general relational attitude and interactional expertise (Bartunek 2007 ; Collins 2004 ). Consequently, from a collaborative perspective, it is important for academicians to be open-minded, ready to learn and also to change the course of the collaboration if new potentially relevant discoveries arise (Di Benedetto et al 2019 ). In this way, academics are perceived as neutral by businesses: their interest is to provide publicly accountable results, acting with rigour, honestly (Docherty and Smith 2007 ).…”
Section: Quadruple Helix and Mode 3 Knowlege Production Frameworkmentioning
confidence: 99%
“…These individuals were solicited to gather their perspectives on the attitudes and behaviors they witnessed in prospects and customers during the purchase decision process. This approach also answers a call from the academe to make efforts to conduct research from an outside perspective, such that insights from practitioners drive research investigations from the onset of the process, particularly when attempting to answer questions affecting buyers (Di Benedetto et al , 2019). Participants were asked questions about the influence of motions in organizational decision-making, the concerns and risks that buyers experience, the importance of engaging and connecting with potential buyers and the importance of investing in buyers and the benefits of doing so (Appendix B for questions asked during an interview).…”
Section: Methodsmentioning
confidence: 97%
“…When considering knowledge generation, a supposed strength of the academic in a consultant role is that much of the theoretical knowledge academics have to offer is assessed as non-obvious, contributing to innovation and often inspirational for practitioners (Astley & Zammuto, 1992;Di Benedetto et al, 2019;Hamet & Michel, 2018;Knights & Scarbrough, 2010;Starkey & Madan, 2001). Consulting academics are praised for their advanced abilities to criticize practitioner assumptions.…”
Section: Knowledge Generationmentioning
confidence: 99%
“…When it comes to causality, academics tend to suggest that the rigour of their method is strong when it comes to their consulting activities (Di Benedetto et al, 2019). However, others indicate that there is often a mismatch between descriptive causalities, as explored in research, and design causality, as needed in practice.…”
Section: Knowledge Generationmentioning
confidence: 99%