A case study of strategies for fostering international, interdisciplinary research

K. E. Halvorsen (), J. L. Knowlton, A. S. Mayer, C. C. Phifer, T. Martins, E. C. Pischke, T. S. Propato, P. Cavigliasso, C. Garcia, M. Chiappe, A. Eastmond, J. Licata, M. Kuhlberg, R. Medeiros, V. Picasso, G. Mendez, P. Primo, A. Frado, S. Veron and J. L. Dunn
Additional contact information
K. E. Halvorsen: Michigan Technological University
J. L. Knowlton: Michigan Technological University
A. S. Mayer: Michigan Technological University
C. C. Phifer: Michigan Technological University
T. Martins: Brazil, Conservation International
E. C. Pischke: Michigan Technological University
T. S. Propato: University of Buenos Aires
P. Cavigliasso: Instituto Nacional de Tecnología Agropecuaria
C. Garcia: Escuela Nacional de Estudios Superiores Unidad Morelia
M. Chiappe: Universidad de la República
A. Eastmond: Universidad Nacional Autónoma de Yucatán
J. Licata: Instituto Nacional de Tecnología Agropecuaria
M. Kuhlberg: Laurentian University
R. Medeiros: Brazil, Conservation International
V. Picasso: Universidad de la República
G. Mendez: Universidad Nacional Autónoma de Yucatán
P. Primo: Universidad de la República
A. Frado: Laurentian University
S. Veron: Instituto Nacional de Tecnología Agropecuaria
J. L. Dunn: Michigan Technological University

Journal of Environmental Studies and Sciences, 2016, vol. 6, issue 2, No 10, 313-323

Abstract: Abstract Bringing together and successfully managing a highly interdisciplinary (ID) research team of socioeconomic, biophysical, and engineering scientists is highly challenging, particularly when that team includes 20 scientists and students across six countries. This paper reports on the results of evaluating the success of such a team as it studies the socioecological impacts of bioenergy development across the Americas. We find that the team has succeeded according to several different metrics. We demonstrate that the literature on accelerated sustainability transitions and small group team creation, development, and management holds valuable lessons for the success of ID teams.

Keywords: Team science; Scientific team; Group work; Sustainability transitions; Transition management; Transdisciplinary (search for similar items in EconPapers)
Date: 2016
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://link.springer.com/10.1007/s13412-015-0336-7 Abstract (text/html)
Access to the full text of the articles in this series is restricted.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:jenvss:v:6:y:2016:i:2:d:10.1007_s13412-015-0336-7

Ordering information: This journal article can be ordered from
http://www.springer.com/economics/journal/13412

DOI: 10.1007/s13412-015-0336-7

Access Statistics for this article

Journal of Environmental Studies and Sciences is currently edited by Walter A. Rosenbaum

More articles in Journal of Environmental Studies and Sciences from Springer, Association of Environmental Studies and Sciences
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().