A Case History of Practitioner Design Science Research

Tadhg Nagle, Cathal Doyle and David Sammon
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Cathal Doyle: Victoria University of Wellington

No sjfk8, OSF Preprints from Center for Open Science

Abstract: Recent articles published by Harvard Business Review, Academy of Management, and the AACSB (the international accrediting body for business schools) all point to the challenge facing business schools and departments in creating knowledge that is both academically rigorous and applicable to practicing managers. As noted by Swanson (2014 p.306) the research domain “is presently under institutional pressure to justify its value by speaking to its actual, not just intended or imagined, impacts on professional practice”. Furthermore, in a Harvard Business Review article titled “It’s Time to Make Business School Research More Relevant” (Shapiro and Kirkman, 2018), two particular problems are outlined: (i) almost no managers turn to academic journals for advice on how to improve practices (Rynes et al. 2017), and (ii) academic researchers tend to design studies without input from managers or employees. With this in mind, the authors of this case history have developed an innovative approach to teach practitioners the problem led/design orientated research methodology of Design Science Research (DSR) to conduct highly relevant and rigorous research.

Date: 2020-06-10
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Persistent link: https://EconPapers.repec.org/RePEc:osf:osfxxx:sjfk8

DOI: 10.31219/osf.io/sjfk8

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