Sustainable Academia: Open, Engaged, and Slow Science

Héloïse Berkowitz () and Hélène Delacour ()
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Héloïse Berkowitz: TSM - Toulouse School of Management Research - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse - CNRS - Centre National de la Recherche Scientifique - TSM - Toulouse School of Management - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse
Hélène Delacour: CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine, IAE Nancy - IAE Nancy School of Management - UL - Université de Lorraine

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Abstract: As we take stock of our new responsibilities to the Journal of M@n@gement and its various contributors, from authors to reviewers, editors, and readers, we also acknowledge the broader challenges that science and society face today. Academic communities have multiplied critics about science's ‘health' and ethics in general, or those of management and organization studies in particular. From the institutionalization of imposter syndrome in our fields (Bothello & Roulet, 2019) and a pandemic of burnout (World Economic Forum, 2019), to increased scientific misconducts and threats on scientific integrity (Honig et al., 2018) and to the inadequacy of commercial scientific publishing models with the view of science as a global public good (Willinsky, 2005), academics individually and collectively face major struggles that even connect to wider challenges like climate change or ‘datafication'. In that context, we believe that we need to reflect upon, define, and identify means to achieve ‘sustainable academia'.

Keywords: editorial; sustainable academia; openness; slow science; open science (search for similar items in EconPapers)
Date: 2020-03-31
New Economics Papers: this item is included in nep-env
Note: View the original document on HAL open archive server: https://hal.science/hal-02527707v1
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Published in M@n@gement, 2020, 23 (1), pp.1-3. ⟨10.37725/mgmt.v23.4474⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02527707

DOI: 10.37725/mgmt.v23.4474

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