copyright 2006 1 how academe and business can connect roger clarke xamax consultancy pty ltd,...
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How Academe and Business Can Connect
Roger ClarkeXamax Consultancy Pty Ltd, Canberra
Visiting Professor in eCommerce, Uni. of Hong Kong;Cyberspace Law & Policy, U.N.S.W.; and Computer
Science, ANU
http://www.anu.edu.au/people/Roger.Clarke/EC/...... ICEC06-ABC {.html, .ppt}
ICEC’06 – Fredericton NB – 15 August 2006
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How Academe and Business Can Connect
• What does Academe think Academe does?
• What would Business like Academe to do?
• What are the Bridges?
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What Does Academe Think Academe Does?
• Develops Deep Knowledge• Accumulates Knowledge by:
• basing research on current Theory• extending current Theory
• Researches what’s Empirically Researchableor Conducts Experiments that are ‘interesting’
• Achieves Quality through Rigour• Gets Rewarded for Publications
whose Rigour has been Confirmed
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Theory
• Formal Theory:• A coherent group of general
propositions that enable a systematic description of Phenomena within a particular Domain (and maybe explanation, even prediction)
• As distinct from Ad Hoc Theory:• A conjectural, as-yet-untested description
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What Would Business Like Academe To Do?
• Address Current Topicswhether or not Empirically Researchableand whether or not they’re ‘interesting’
• Pursue Instrumentalist Research(rather than conventional Pure or Applied)
• Stimulate Innovation• Achieve Quality through a Balance
between Relevance against Rigour• Get Rewarded for Work
whose Relevance has been Confirmed
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Alternative Motivations for Research
• ‘Pure Research’“because it’s there”contribute to abstract, theoretical understanding
• ‘Applied Research’“I have a hammer, so go and find me a nail”
• ‘Instrumentalist Research’“I have a problem, so go and find me a solution”
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An Eternal Tension in ResearchRelevance vs. Rigour
• Associations with Rigour• Independence, through Pure Research Motivation• Outcomes that are Explanatory• Quantitative Data / Ratio Scales / Stat’l Analysis• Determinable Causal Relationships
• Associations with Relevance• Motivation that is Instrumental, or Applied• Outcomes that are ‘Predictive’ and Normative• Whatever Data is Collectible• Complex Interdependencies
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So: What are the Bridges?
• InteractTo convert misunderstanding to appreciation
• ResourceTo encourage business-relevant research
• RewardTo compete with conventional academic rewards, and hence to shape them