a revised strategy for the department of … · 2016-05-31 · outlets while others inhabit the...
TRANSCRIPT
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 1 / 6
A REVISED STRATEGY FOR THE DEPARTMENT OF INTERNATIONAL COMMUNICATION AND MANAGEMENT 2016-2017 (short version)
0. Introduction (mission, vision, identity)
ICM aspires to be a leading European cross- and interdisciplinary research
unit, leveraging ICM’s collective intellectual footprint to be a major and
internationally recognised contributor to the development of a strong
‘Business in Society’ brand of business school research and education.
Mission wise, ICM sets out to advance a number of cross-cutting themes
that revolve around the role of business in society and the effects of
organisations and business on society, notably the theory and practice of
Corporate Sustainability; Responsible Management & Business; the
Governance of Responsible Business; and Sustainable Development – an
agenda which since November 2015 has been further accentuated by UN’s
Sustainable Development Goals.
This shared agenda goes hand in hand with a number of parallel agendas
driven by the disciplines and particular thematic areas that constitute ICM.
The metaphor that comes to mind is a braid: when you twist the many
threads that constitute the department in a particular way, you have a very
solid construction and understand the underlying integrative framework.
When you ‘untwist’ the threads, you grasp the diversity and the many
worlds of ICM, each of which is recognised internationally for its distinct
contribution to the field in question.
At CBS, ICM, with DBP, due to their shared directorship, has a particular
role in the BiS Sustainability Platform, whilst also engaging in the Public-
Private + Competitiveness + Entrepreneurship + Maritime Platforms. With
the termination in mid-2016 of the 5-year Sustainability Platform (ie end of
CBS seed funds), the two S-platform departments ICM and DBP share an
equally important responsibility to plough achievements and ongoing
activities under this initiative back in ‘business as usual’.
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 2 / 6
ICM contributes to Entrepreneurship & Innovation in both a narrow sense
of this (broad) field and in a broad sense. The narrow sense implies
activities that can be classified as ‘entrepreneurship’ and/or ‘innovation’
research/teaching/outreach per se. When applied in its broader sense,
ICM’s particular expertise and academic profile constitute an important
resource for innovating management, organisation, leadership,
consumption, governance and policy as well as for innovating the business
models that frame the way private and public organisations go about their
business.
CAVEAT: Budgetary adjustments following CBS’ financial challenges
since 2014 have already had major consequences for ICM. ICM’s
performance will have to be assessed in the light of decreasing resources as
evidenced by the difficulties encountered in replacing staff members who
leave because they get job elsewhere or retire, just as restrictions on use of
savings and overheads from external funding also make strategic planning
difficult at the department level.
1. Research (incl. profile)
ICM faculty are international and drawn from a wide range of academic
fields and disciplines, including organisation studies and management
science, political science and international politics, development studies,
consumer studies, sociology, geography, area studies, communication,
culture studies, economics and law. They conduct their research by means
of multiple methodologies, combining qualitative and quantitative
methodologies, including in-depth interviews, focus groups, participant
observation and other forms of ethnography, document analysis and survey
research.
Three different research groups1 constitute the primary internal anchorages
for ICM’s researchers and their projects - the cbsCentre for Corporate
Social Responsibility (cbsCSR); the Centre for Business and Development
Studies (CBDS); and the Communication, Organisation and Governance
(COG) Cluster - each of whom has created a dedicated and internationally
recognised research agenda, which in turn informs and drives the
department’s teaching agenda.
In 2014, ICM successfully submitted a proposal for a project under the
CBS World Class Research Environment initiative. As a result, ICM will
be hosting the Governing Responsibility Business (GRB) Project (led by
Professor Andreas Rasche), which comes with seed funding from CBS, and
will run from 2014-2018.
ICM sustains a vibrant, international research environment characterised by
theoretical innovation, empirical rigour, practical relevance, and productive
collaboration with internal and external colleagues, as well as with
1 For introduction to the individual research groups, see ICM’s home page
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 3 / 6
practitioners and a variety of international stakeholders. As an
interdisciplinary department, ICM seeks to exert impact in a variety of
different contexts and in a variety of different ways. This impact manifests
itself in terms of the publication of journal articles, books, and anthologies;
research and conference presentations; citations; funded research projects;
media coverage; international collaboration and exchange; journal editing
and reviewing; PhD supervision; teaching excellence; participation in the
leadership of scholarly networks and associations; and other forms of
professional service.
2. Teaching (incl. educational portfolio, reflections on role in the CBS
supply of education)
ICM is a significant supplier of and natural partner (for developing new
initiatives) in
Organisational Communication (Corporate Communication, Strategic
Communication, Marketing Communication, Leadership
Communication) related content.
Corporate Responsibility and Sustainability related content, both as
stand-alone courses and in collaboration with other (disciplinary)
courses.
(Responsible) Management/Leadership related content
Business and Development related content (which also includes the
emerging/growth economies context dimension as well as
entrepreneurship & innovation).
A major part of ICM’s teaching activities are today related to two degree
programmes: BSc and MSc in Business, Language and Culture (at the
master’s level with two concentrations, Diversity and Change Management
+ Business and Development Studies); and BSc and MSc in Business
Administration and Organisational Communication. These two
programmes will remain important ICM responsibilities (for specific
comments to these two programmes, see below) also in the years to come.
ICM faculty members however also contribute substantially to several other CBS degree programmes, inclduing BSc and MSc in International Business and Politics; the BSc Asia Studies Programme (includes membership of Study Board); BSc and MSc in Economics and Business Administration (including SOL core courses and electives); CEMS Master in International Management MSc in Public Management and Social Development Sino-Danish Centre Beijing; BA in Information Management; HA in Project Management; BA in Intercultural Marketing Communication and MA in Intercultural Marketing; BA in Organisational Communication; BA in European Business (includes membership of Study Board). In addition to this, ICM contributes to Full Time MBA, EMBA, Master in Public Governance/Master in Public Administration, Executive Education.
3. Dissemination (incl. publication strategy, media presence)
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 4 / 6
ICM has in recent years steadily increased the annual output of its research
publications, both in terms of quantity and quality. The multidisciplinary
nature of ICM suggests that its researchers will continue to address
multiple, if sometimes overlapping academic audiences, some of whom
inhabit the traditional business school landscape and are thus captured by
the traditional business school lists of what constitutes excellent publication
outlets while others inhabit the broader social science and humanities
landscapes and even beyond. Still others are breaking new ground in areas
not yet established as a discipline complete with recognized journals and
rankings.
To support this practice and these aspirations, ICM’s three research groups
continue to maintain and develop indicative lists of publication outlets
which, in their respective fields, are worth aspiring to, can guide junior as
well as senior faculty members and give direction for promotion. The
breadth and depth of these indicative lists, as evidenced by the number of
publication outlets included, reflect the degree and nature of each group’s
multi- and interdisciplinarity.
ICM researchers communicate their research in multiple ways beyond
traditional academia, see under 7 below (External Relations).
4. Financing and external funding
At CBS, ICM has a track record as a relatively high performer when it
comes to raising external funding. By implication, ICM also has substantial
experience with just how time consuming chasing external funding is; how
often applications fail; how much work post-award administration entails;
the kind of deliveries that sponsors often request, and that today count little
if anything towards traditional ‘research excellence’; and with the
incentives that can motivate faculty members to apply nevertheless, namely
increased research time , funding for junior scholars and the academic
muscle to contributing to addressing societal challenges.
5. Staff (incl. DVIP, Ph.D. and reflections concerning academic
pipeline)
The size of the department as well as recent cutbacks accentuate the
importance of attending to individual member’s potential and career
prospects, preserving diversity while stimulating quality, impact and a
collective intellectual ICM footprint; of continuously nurturing and
developing the link between excellent research and excellent teaching; of
stretching ever scarcer research funds and research faculty members across
ICM’s education related responsibilities while raising the bar with regard to
external research funding; of integrating ICM’s DVIP further into the
delivery of the department’s education related responsibilities; of further
consolidating and developing our Administrative Support Team; and of
attending to the social environment.
A number of polices and established practices support these endeavours:
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 5 / 6
VIP Staff involvement and dialogue: regular Department Forum
meetings (4-5 per semester) and all ICM Staff meetings (4-5 per
semester) plus two annual Department Seminars serve the purpose of
maintaining and developing ICM staff’s sense of belonging and
identity across different groupings and staff categories.
To assist us in our everyday life at the department, we have developed
guidelines for how ICM’s research groups are expected to be hot
houses for collaboration, organising intellectual sparring and critical-
cum-constructive input to individual members’ research work.
ICM’s indicative promotion criteria provide guidance for VIP staff’s
careers. As indicative, they do not guarantee promotion. Hires and
promotions always involve an evaluation process where candidates’
publications and other research related achievements (such as impact,
funding), teaching related performance and broader societal
engagement are assessed. Five promotion criteria are central at ICM:
1) research, 2) teaching, 3) research dissemination/ communication, 4)
funding (except for PhDs applying for an assistant professorship) and
5) citizenship. However, these criteria may be weighed differently in
the assessment of applicants for a specific position.
ICM’s PhD Strategy outlines ICM’s major focus areas when it comes
to maintaining and developing its PhD related activities. In the coming
years ICM’s major challenge will be to ensure external funding that
will enable us to continue offering an attractive and robust PhD
education environment, whilst consolidating the progress made in the
past couple of years with regard to the quality of ICM’s PhD related
activities and their integration into the department and the Organisation
and Management Studies PhD School (OMS).
DVIP: Recruitment, Integration, and Development: ICM currently
employs more than 100 External Teachers. The extent of each DVIP’s
teaching varies considerably – but together these colleagues constitute
a vital human resource, adding competencies and practical experience
that complement ICM’ VIP teachers, but, importantly, also make up for
the shortage of ICM VIP teaching and supervision capacity.
Professional, efficient and timely handling of all matters relating to our
External Teachers is critical for these colleagues’ experience with CBS
and their appetite for continuing their engagement with our students
and programmes. A dedicated DVIP strategy details ICM’s major focus
and activities in this regard.
The Staff Strategy for ICM’s Support Team provides a framework for
developing our Administrative Staff and for guiding our Support Team
in continuing its track record as a professional, innovative, appreciative
service and result oriented unit.
6. External relations (incl. business collaboration)
ICM researchers communicate their research in multiple ways beyond
traditional academia. Some research areas lend themselves more readily to
this kind of translation, including CSR & Sustainability, Leadership,
Development and Business Studies/Emerging Economies, Culture/Cross-
Cultural Management, Corporate Communication, Diversity, Internet
18 May 2016
Copenhagen Business School
Department of Intercultural
Communication and
Management
Porcelænshaven 18A
2000 Frederiksberg
Denmark
Dorte Salskov-Iversen
Head of Department
Tel.: +45 3815 3181
www.cbs.dk/icm
Page 6 / 6
Related Research. This is evidenced by the involvement of and with the
business community and wider society in teaching; in research projects,
including Industrial PhD projects; through the engagement of our Adjunct
Professors, in conferences and workshops; by ICM faculty members
appearing in the media as experts; by ICM faculty members serving on
boards and committees in private and public (national and international)
organisations; by co-sponsoring with the communication profession the
annual Communication Case Competition; etc.
In all cases the challenge is to ensure that ICM maintains the current
momentum in terms of engaging in mutually meaningful research
communication and outreach. For us this means communication that
supports our core business, research and teaching. An important
manifestation of this resolve is the cohabitation, since 2015, with the
Danish chapter of Transparency International, whose Danish HQ is located
at ICM (based on a formal agreement and payment to CBS of rent). This
relationship complements CBS’ (and ICM’s considerable) involvement in
i.a. UN Global Compact’s PRME, ABIS and GBSN.