The ongoing monitoring of societal responsibility in management research activities A secondary analysis and a heuristic instrumentation

Benjamin Dreveton (bdreveton@poitiers.iae-france.fr) and Valérie-Inès de La Ville (valerie.ines.de.la.ville@univ-poitiers.fr)
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Benjamin Dreveton: CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université, Axe 2 (2011-2016) : « Marchés, Cultures de consommation, Autonomie et Migrations » (MSHS Poitiers) - MSHS de Poitiers - Maison des sciences de l'homme et de la société de Poitiers - UP - Université de Poitiers = University of Poitiers - CNRS - Centre National de la Recherche Scientifique
Valérie-Inès de La Ville: CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université, Axe 2 (2011-2016) : « Marchés, Cultures de consommation, Autonomie et Migrations » (MSHS Poitiers) - MSHS de Poitiers - Maison des sciences de l'homme et de la société de Poitiers - UP - Université de Poitiers = University of Poitiers - CNRS - Centre National de la Recherche Scientifique

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Abstract: Purpose – This article aims to highlight the need to explore the concept of social responsibility at the very heart of research activity. Questioning the social responsibility of research activities in management provides the opportunity to take a fresh look at the criteria used to assess its usefulness. Design/methodology/approach – Drawing on a secondary analysis of a longitudinal research process, this paper emphasizes the importance of achieving an ongoing co-monitoring of the issues about social responsibility involved in research. Findings – This reflection leads to a first characterization of two key dimensions of the societal responsibility of researchers in management: their professional responsibility and their institutional responsibility. Research limitations/implications – It is meant to encourage researchers to design a relevant instrumentation to help them negotiate, make explicit and co-monitor the issues of social responsibility involved in their empirical investigations as well as in their theoretical elaborations. Social implications – As research projects are socially situated activities, always infused with values and ideologies, it is crucial that researchers reflect upon the axiology guiding their empirical and theoretical work. Originality/value – In order to achieve an ongoing co-monitoring of the issues about social responsibility involved in management research, the article suggests a heuristic deviated use of the balanced scorecard.

Keywords: Management research; Research activity; Research intervention; Social responsibility; Balanced scorecard; Paper type Conceptual paper (search for similar items in EconPapers)
Date: 2014-02-04
Note: View the original document on HAL open archive server: https://hal.science/hal-01860375v1
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Published in Society and Business Review, 2014, 9 (1), pp.23 - 35. ⟨10.1108/SBR-06-2013-0045⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01860375

DOI: 10.1108/SBR-06-2013-0045

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