Bridging the gap between management-organizational research and public policy

Article Abstract:

A substantial, positive difference can be made if management-organizational research is impacting issues and questions arising from public policy and public management more generally, in that many useful research-based ideas can effectively address questions about how to rebuild organizational capacity, especially in times of trauma. Four action domains are suggested in bridging the gap between management-organizational scholarship and public policy.

Management dynamics, Analysis, Management, Business, Company business management, Business research, Policy sciences, Business education

---

The relational foundation of research: An underappreciated dimension of interesting research

Article Abstract:

The relational foundation of a research project can be assumed as a key to understanding how interesting and significant the project can become. This would motivate reflection about how to be more cognizant of the relational practices that undergird research projects and are foundational to the scholarly research enterprise.

Operations Research, Evaluation, Management research, Methodology, Research methods

---

Similar abstracts:

• Abstracts: The Bridge to the 'Real World': Applied Science or a 'Schizophrenic Tour de Force'? Making sense of inquiry sensemaking
• Abstracts: Strategies for best practice in research and technology institutes: an overview of a benchmarking exercise. A fast method for analysing and improving complex software processes
• Abstracts: Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. The impact of total productive maintenance practices on manufacturing performance
• Abstracts: Drivers of organizational creativity: a path model of creative climate in pharmaceutical R&D
• Abstracts: Studying Organizational Change and Development: Challenges for Future Research. Moves That Matter: Issue Selling And Organizational Change

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.