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RESEARCH AND KNOWLEDGE

TRANSFER STRATEGIC PLAN

2015-2020

AUGUST 2015UPDATED: OCTOBER 2019

2 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN 2015-2020 (UPDATED: OCTOBER 2019)

TABLE OF CONTENTS

A. PRESENTATION ��3

B. VISION, VALUES AND OBJECTIVES ��3

VISION ��3

VALUES ��3

OBJECTIVES ��4

C. PRIORITY AREAS FOR RESEARCH AND KNOWLEDGE TRANSFER ��5

RESEARCH AREA 1: EFFICIENCY, EFFECTIVENESS AND MANAGEMENT IN ORGANIZATIONS ��5

RESEARCH AREA 2: STRATEGIC DEVELOPMENT OF ORGANIZATIONS ��5

RESEARCH AREA 3: THE SOCIAL, ECONOMIC AND POLITICAL ENVIRONMENT OF ORGANIZATIONS ��5

D. EMPLOYMENT EQUITY ��6

E. RESEARCH AND TRAINING AT HEC MONTRÉAL ��6

F. SUPPORT AND RESOURCES��11

1� SUPPORT FOR RESEARCHERS ��11

2� FINANCIAL SUPPORT AND INFRASTRUCTURE DEVELOPMENT ��11

3� SUPPORT FOR YOUNG RESEARCHERS ��11

4� SUPPORT FOR COMMERCIALIZATION AND KNOWLEDGE TRANSFER ��11

5� STRATEGIC PARTNERSHIPS ��11

G. PROGRESS MADE THANKS TO THE CANADA RESEARCH CHAIRS PROGRAM ��12

H. EVALUATION PROCEDURES AND STRUCTURES FOR RESEARCH CHAIRS AND GROUPS ��14


A. PRESENTATION

AS THE FIRST BUSINESS SCHOOL ESTABLISHED IN CANADA, HEC MONTRÉAL HAS MADE THE PURSUIT OF EXCELLENCE A TOP PRIORITY SINCE ITS FOUNDING IN 1907. THANKS TO THIS DETERMINATION, IT BECAME THE FIRST INSTITUTION IN NORTH AMERICA TO BE AWARDED THE THREE MOST PRESTIGIOUS INTERNATIONAL ACCREDITATIONS IN ITS FIELD: AACSB INTERNATIONAL, EQUIS AND AMBA.

HEC Montréal’s research and knowledge transfer activities are supported by a commitment to rigour and a desire to excel that have spurred unprecedented growth. In addition to a steady increase in the number of research chairs and units, it has also seen a constant improvement in the quality of publications in scientific and professional journals.

Today, more than ever, HEC Montréal has consolidated its position among the top universities in the world by attracting international recognition for its expertise. This Strategic Plan provides a framework to guide its actions, particularly those of the Research and Knowledge Transfer Office, with a view to supporting HEC Montréal’s mission and addressing current issues and challenges.

B.VISION, VALUES AND OBJECTIVES

IN ESTABLISHING THE RESEARCH AND KNOWLEDGE TRANSFER OFFICE, HEC MONTRÉAL’S GOAL WAS TO OFFER BETTER GUIDANCE AND SUPPORT FOR ITS RESEARCH AND KNOWLEDGE TRANSFER ACTIVITIES. THROUGH THIS OFFICE, HEC MONTRÉAL HAS ADOPTED A CLEAR VISION, INSPIRATIONAL VALUES AND SPECIFIC OBJECTIVES.

VISION HEC Montréal aspires to further expand its international reputation as a world-class institution for research and knowledge transfer in all fields of management.

VALUES COMMITMENT

> HEC Montréal encourages its researchers to strive for excellence in their research and knowledge transfer activities while fostering strong ties with the academic, local and business communities in order to allow the greatest number to benefit from its research.

RELEVANCE > HEC Montréal prioritizes research—and its transfer—that addresses issues, problems and needs that are relevant to its community as well as to organizations active in Quebec, Canada and abroad.

AUDACITY > To maximize the visibility and impact of the work of its researchers, HEC Montréal encourages them to publish their research findings in the top-ranked international journals. It also emphasizes the importance of investing effort in action research, the creation of partnerships and dissemination workshops, as well as the commercialization of research findings.

RIGOUR AND RESPECT > HEC Montréal expects its researchers to exercise the highest level of rigour in the conduct of their research activities through the adoption and development of irrefutable methodological approaches and respect for the rules governing research ethics.


OBJECTIVES OBJECTIVE 1: SCIENTIFIC ACCOMPLISHMENTS

> Ensure sustained growth in the number of publications in internationally recognized scientific and professional journals that have a major influence in the management fields;

> Contribute to HEC Montréal’s visibility by boosting its presence in prestigious, internationally recognized journals;

> Strengthen HEC Montréal’s presence in journals having an impact on the scientific community;

> Encourage its researchers to write articles in French in order to promote HEC Montréal’s cultural heritage as a French-language university in the heart of North America.

OBJECTIVE 2: KNOWLEDGE TRANSFER

> Increase the number of research partnerships and applications of research findings in the private and public sectors by strengthening ties with the business community and other communities of practice;

> Position HEC Montréal as a source of up-to-date and relevant expertise on all the major issues and latest trends in management for corporations as well as for governmental, para-governmental and not-for-profit organizations.

OBJECTIVE 3: INNOVATION

> Favour innovative projects that have a strong potential for spin-offs;

> Support scientific entrepreneurship by creating an environment that is conducive to innovative research;

> Take advantage of emerging opportunities (a new management issue, a new technology or a new problem) to drive innovation.

OBJECTIVE 4: RESEARCH TRAINING

> Facilitate the rapid integration of graduate students (master’s, Ph.D. and post-doctoral students) in HEC Montréal’s different research units (centres, chairs, groups, institutes, hubs);

> Attract more doctoral students by promoting HEC Montréal’s Ph.D. program within the international academic community.


C. PRIORITY AREAS FOR RESEARCH AND KNOWLEDGE TRANSFER

IN KEEPING WITH HEC MONTRÉAL’S MISSION, ITS RESEARCH AND KNOWLEDGE TRANSFER ACTIVITIES SPAN ALL FIELDS OF MANAGEMENT. THESE ACTIVITIES ARE FOCUSED IN THREE PRIORITY RESEARCH AREAS BASED ON CURRENT AND FUTURE ISSUES RELEVANT TO THE MANAGEMENT WORLD.

RESEARCH AREA 1: EFFICIENCY, EFFECTIVENESS AND MANAGEMENT IN ORGANIZATIONS

This research area encompasses the operational and tactical aspects of organizations as well as their performance in both human and economic terms. In particular:

> Decision support and the optimization of business processes;

> Supply chain management; > Development of skills and know-how; > Work organization, re-engineering of business

processes and change management; > Governance and financial management.

RESEARCH AREA 2: STRATEGIC DEVELOPMENT OF ORGANIZATIONS

This area of research concerns the evolution of organizations and innovation.In particular:

> Entrepreneurship and leadership; > Development and assessment of new

business models; > Business development; > Implementation and use of new technologies; > Design and deployment of marketing strategies; > Creation, production and delivery of value.

RESEARCH AREA 3: THE SOCIAL, ECONOMIC AND POLITICAL ENVIRONMENT OF ORGANIZATIONS

This research area encompasses interactions between organizations and their environment. In particular:

> The dynamics of financial markets and of investments;

> Evolution of the international context; > Integration in value chains and strategic

partnerships; > Understanding consumer needs; > Competitive intelligence and technology watch; > All types of risk management; > Evolution of the labour market; > Sustainable development and corporate

social responsibility; > Public policy development and impacts.


D. EMPLOYMENT EQUITY

HEC Montréal believes that diversity is a source of wealth that should not be the subject of any compromise. That is why the School fully adheres to the principles of employment equity, diversity and inclusion, and encourages applications for faculty positions from women, Aboriginal Peoples, persons with disabilities, and members of visible minorities. Its commitment is clear: all qualified candidates have an equal opportunity to become a faculty member at HEC Montréal, regardless of their gender, race, disability or ancestry. The School now has an Institutional Equity, Diversity and Inclusion (EDI) Action Plan, in addition to a research-specific EDI Action Plan, to ensure that its

commitment to EDI integrates all its practices and organizational culture. In addition, HEC Montréal reiterates its public commitment to EDI and now endorses the eight principles of the Dimensions charter1.

The equity targets for HEC Montréal’s Canada Research Chairs consist of awarding two chairs to women and one to a visible minority person, out of a total of seven chairs. HEC Montréal has already met two of these three targets, i.e., two chairholders from the designated groups during the allocation of new chairs in 2018 and 2019. During the renewal of the Chairs, the School will aim to meet the targets required by the CRCP.

E. RESEARCH AND TRAINING AT HEC MONTRÉAL

Since 1907, HEC Montréal’s 91,200 graduates2. have benefitted from the leading-edge expertise of professors recognized for the quality of both their research and their teaching. In order to maintain its leadership position, HEC Montréal makes every effort to not only promote research development in all areas of management, but also to encourage the training of researchers. In 2017-2018, more than $27 million were allocated to research. More than two-thirds of this funding came from granting agencies, ministries and provincial or private organizations.

To ensure better support for its researchers, HEC Montréal encourages the creation of chairs and institutional research groups. To date, HEC Montréal has a total of 33 research chairs

(25 institutional chairs, one NSERC industrial research chair, two Tier 1 Canada Research Chairs and five Tier 2 Canada Research Chairs, of which three are in the process of being allocated), as well as 29 professorships and 24 research and knowledge transfer units (hubs, centres, institutes, etc.). Four Quebec strategic clusters as well as national commissions and governmental steering committees benefit from the expertise and reputation of HEC Montréal’s researchers. Their strong participation in these clusters attests to the scope of HEC Montréal’s contribution to the most relevant spheres of management research.

1 http://www.nserc-crsng.gc.ca/NSERC-CRSNG/EDI-EDI/Dimensions_Dimensions_eng.asp2 Data on October 15th, 2018.


RESEARCH CHAIRS AND RESEARCH GROUPS AT HEC MONTRÉAL 3

The following table presents the number of chairs and groups for each research area.

Canada Research Chairs (CRC)

Industrial research chair

Institutional research chairs

Professorships Knowledge transfer hubs and research groups

Inter- institutional strategic clusters

Total

Area 1 3 9 10 5 2 29

Area 2 1 1 11 2 11 26

Area 3 3 5 17 8 2 35

Total 7 1 25 29 24 4 90

CANADA FOUNDATION FOR INNOVATION INFRASTRUCTURE GRANTS (CFI) 3

CFI – Government of QuebecIndividual applications

CFI – Government of QuebecCRC applications

Total

Number Amount Number Amount

Area 1 5 $7 472 022 2 $1 032 550 $8 504 572

Area 2 4 $5 126 954 1 $508 050 $5 635 004

Area 3 4 $3 275 816 $3 275 816

Total 9 $12 598 976 7 $4 816 416 $17 415 392

3 Area 1: Efficiency, effectiveness and management in organizations; Area 2: Strategic development of organizations; Area 3: The social, economic and political environment of organizations.


RESEARCH UNITS OF HEC MONTÉAL RELATED TO ITS RESEARCH AREAS

ResearchAreas Main Research Units Related to the Priority Area

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Canada Research Chairs - Canada Research Chair in Decision Making Under Uncertainty

- Canada Research Chair in Distribution Management

- Canada Research Chair in Supply Chain Analytics

Institutional Research Chairs - Canada CIFAR Chair in Artificial Intelligence (CCAI) Jian Tang

- Canada CIFAR Chair in Artificial Intelligence (CCAI) Laurent Charlin

- Carmelle and Rémi Marcoux Chair in Arts Management

- Chair in Game Theory and Management - Chair in Logistics and Transportation - Chair in Supply Chain Operations Planning - Data Mining Chair - FRQ-IVADO Chair in Data Science - Stephen A. Jarislowsky Chair in Governance

Professorships - Combinatorial Optimization - Comparative Governance - Corporate Finance - Data Science - Dynamic Optimization - Health and Work Climate - Humanitarian Supply Chain Analytics - Quantitative Corporate Finance - Roland Chagnon in Accounting and Taxation - Roland Chagnon in Audit

Knowledge Transfer Hubs and Research Groups - Center for Research on Organization, Strategy and Governance

- Computing and Data Mining Laboratory (LACED) - Health Care Management Hub - Sales Institute - Supply Chain Forum

Strategic Clusters - Group for Research in Decision Analysis (GERAD) - Interuniversity Research Centre on Enterprise Networks, Logistics and Transportation (CIRRELT)




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Canada Research Chair - Canada Research Chair in Digital Communication and Multitasking

Industrial Research Chair - NSERC-Prompt Industrial Research Chair in User Experience

Institutional Research Chairs - Chair in Strategic Management in Pluralistic Settings

- Chair in Strategic Management of Information Technology

- Chair in the Management of Employee Commitment and Performance

- Chair in Mobilization of Individuals, Groups and Organizations

- Chair of Succession and Family Enterprise - Omer DeSerres Chair of Retailing - Pierre Péladeau Chair of Leadership - RBC Financial Group Chair of E-Commerce - Research Chair in Digital Health - Rogers-J. A. Bombardier Chair of Entrepreneurship

- Strategy and Society Chair of Management

Professorships - Management Consulting - Mosaic in the Management of Creativity

Knowledge Transfer Hubs and Research Groups - Centre for Research on Organizational Transformation (céto)

- Deschênes | Molson | Lesage Family Business Centre (Entrepreneurship, Entrepreneurial Acquisition, and Business Families Hub)

- EntrePrism (Entrepreneurship, Entrepreneurial Acquisition, and Business Families Hub)

- ERPsim Lab - Media Hub - Mosaic Creativity & Innovation Hub - National Bank-HEC Montréal Entrepreneurship Institute (Entrepreneurship, Entrepreneurial Acquisition, and Business Families Hub)

- Research Group in Information Systems (GReSI) - Sport Management Hub - Strategy as Practice Study Group (GéPS) - Tech3Lab




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Canada Research Chairs - Canada Research Chair in Economics - Canada Research Chair in Macro Finance - Canada Research Chair in Risk Management

Institutional Research Chairs - Chair in Energy Sector Management - Chair in Fiscal Policy - CPA International Research Chair in Management Control

- Power Corporation of Canada Research Chair in Insurance and Pension Plans

- Research Chair in Intergenerational Economics

Professorships - Accounting Profession Sociology - Big Data for Arts and Culture - Contract and Incentive Theory - Derivative Securities Analysis - Electronic Government and Digital Cities - Financial Engineering - Financial Risk Factors and Derivatives - Innovation in Work Regulation Institutions - International Business Networks - International Macroeconomics - Lallemand Marcel and Roland Chagnon in Innovation and Regional Development

- Macroeconomics - Online Consumption and Big Data - Organizational Models and Social Impact - Statistics - Technology and Aging - Urban and Real Estate Economics

Knowledge Transfer Hubs and Research Groups - Alphonse and Dorimène Desjardins International Institute for Cooperatives

- Canadian Derivatives Institute - Centre for Productivity and Prosperity Walter J. Somers Foundation (CPP)

- Consumer Behavior Research Group (CBRG) - e3 Hub Expertise in Energy and Environment - IDEOS Social Enterprises Management Hub - International Business Research Group (IBRG) - Retirement and Savings Institute

Strategic Clusters - Center for Research on Social Innovations (CRISES)

- Interuniversity Research Centre on Globalization and Work (CRIMT)


F. SUPPORT AND RESOURCES

TO ACHIEVE ITS OBJECTIVES, HEC MONTRÉAL PLAYS AN ACTIVE ROLE AT THE STRATEGIC, ADMINISTRATIVE AND FINANCIAL LEVELS TO SUPPORT RESEARCH ACTIVITIES AND TO MAXIMIZE THE IMPACT OF THE RESEARCH GENERATED THROUGH ITS DISSEMINATION, TRANSFER AND COMMERCIALIZATION.

To this end, the Research and Knowledge Transfer Office has several mechanisms in place and takes various actions aimed at helping HEC Montréal researchers develop their full potential for research and for the transfer of their findings. These support measures can be summarized under five main orientations:

1. SUPPORT FOR RESEARCHERS

> Strengthen and support research by helping researchers draft, manage and negotiate their grant applications/research contracts, at both the individual and institutional level;

> Coordinate the efforts undertaken by HEC Montréal in order to optimize the time allocated to their research.

2. FINANCIAL SUPPORT AND INFRASTRUCTURE DEVELOPMENT

> Maintain and improve research infrastructure by providing researchers with financial support through the creation of a research professorship program, policies favouring publication, the establishment of research groups and chairs, as well as support for strategic clusters aligned with HEC Montréal’s priority research areas.

3. SUPPORT FOR YOUNG RESEARCHERS

> Develop and implement tools aimed at graduate students (master’s, Ph.D. and post-doctoral students) and researchers in the early stages of their career, including internal competitions, writing workshops, mentoring and the allocation of special research funds in order to facilitate their integration and offer additional support;

> Develop a program for recruiting, guiding and supporting post-doctoral students (partnered grants, travel allowances for conferences, internal grants for pilot projects);

> Offer graduate students the financial support they need to maximize the benefits of their training.

4. SUPPORT FOR COMMERCIALIZATION AND KNOWLEDGE TRANSFER

> Define and implement a framework fostering the creation, development and consolidation of knowledge transfer hubs in promising fields and continue to identify, protect and commercialize the intellectual property generated by research activities with a view to knowledge transfer.

5. STRATEGIC PARTNERSHIPS

> Catalyze research at HEC Montréal by disseminating the work of its researchers, designing new support programs based on their needs, encouraging research that cuts across multiple areas of expertise and establishing strategic partnerships both locally and internationally with the aim of strengthening research collaboration.


G. PROGRESS MADE THANKS TO THE CANADA RESEARCH CHAIRS PROGRAM

With the implementation of its Strategic Research Plan of 2000 and the revised version of 2009, HEC Montréal obtained several Canada Research Chairs that allowed it to recruit and retain top researchers working in a variety of management fields and hailing from some of the world’s leading institutions. Since then, its research and knowledge transfer activities have enjoyed unprecedented growth. In 2015, HEC»Montréal was counting on its newly revised strategic plan to further distinguish itself on the international stage and to attract even more talented leaders, with a view to preserving its competitive edge.

HEC Montréal currently has seven Canada Research Chairs, including two Tier 1 Chairs and five Tier 2 chairs, making it the business school with the largest number of Canada Research Chairs in the country.

In pursuing its goal of attracting and retaining prominent researchers in all management fields, HEC Montréal relies not only on the creation of

Canada Research Chairs and institutional chairs, but also on funding from the Canada Foundation for Innovation (CFI) and the Quebec government. Thanks to $17 million in infrastructure grants it has obtained, HEC Montréal is able to offer a high-quality research environment equipped with the latest in leading-edge technologies. This strategy has produced outstanding results. The professors recruited over the past few years all have an excellent research profile and come from world-class institutions. By offering its professors an optimal and stimulating research context, HEC Montréal is assured of maintaining its reputation as a world-class business school and continuing to attract the best of the next generation of researchers.

The following table details each of HEC Montréal’s Canada Research Chairs, including the year they were awarded, the tier, the funding agency, the chairholder and the research area targeted. The table also indicates the renewal of chairs or additional funding from the CFI.


CANADA RESEARCH CHAIRS

Year awarded Tier Agency Chairholder Research Area Status CFI

2001-2002 1 Special NSERC

Laporte, Gilbert Distribution Management

Renewed in 2008 and 2015

CFI grant awarded in 2001

2003-2004 1 SSHRC Dionne, Georges Risk Management Renewed in 2010 and 2017

CFI grants awarded in 2000, 2003, 2010 and 2017

2014-2015 2 NSERC Delage, Erick Decision Making Under Uncertainty

Renewed in 2019

2016-2017 2 SSHRC Coviello, Decio Economics New in 2016 CFI grant awarded in 2016

2017-2018 2 SSHRC Jeanneret, Alexandre Macro Finance New in 2018

2017-2018 2 Special NSERC

Adulyasak, Yossiri Supply Chain Analytics New in 2018

2018-2019 2 Special SSHRC

Cameron, Ann-Frances Digital Communication and Multitasking

New in 2019 CFI grant awarded in 2019


H. EVALUATION PROCEDURES AND STRUCTURES FOR RESEARCH CHAIRS AND GROUPS

In keeping with its vision and its values, HEC Montréal, by means of the Chairs Committee, conducts a detailed analysis of all new chairs and applications for renewal of Canada Research Chairs in order to attract and retain the top research experts in all fields of management. Accordingly, each of its choices is guided by a concern for excellence and a desire to gain further recognition on the international stage.

For example, a Canada Research Chair was awarded in 2014-2015 to a deserving professor from within the institution. This strategy is in line with HEC Montréal’s objective of retaining talented researchers by supporting the most promising research and offering the best chances for development to its most successful researchers.

In order to meet the objectives of the Research and Knowledge Transfer Strategic Plan, HEC Montréal requires that all its research chairs and its main research groups submit an annual activity report. To ensure a rigorous approach, it has adopted four indicators to evaluate the relevance of the research activities and the professionalism of the chairholders/unit heads: research results, including publications; training and development; internal and external outreach, and; ability to obtain research funding.

Upon the expiry of a research unit’s term, a detailed report must be submitted in order to assess the unit’s research productivity. This report must contain specific information regarding the unit’s mission, objectives and financial results, as well as a description of resources and all activities organized. It must also present a full accounting of the research accomplishments and benefits based on the four indicators adopted by HEC Montréal. Following its evaluation of this report, a committee will decide if the research unit should be maintained or closed down and if the term of the chairholder/unit head should be renewed based on the results obtained.

HEC Montréal has also adopted a Policy on the Management of Chairs in order to ensure that the research chairs fulfil their mission and work toward meeting the objectives set out in its Strategic Research and Knowledge Transfer Plan.

The Research and Knowledge Transfer Strategic Plan has been approved by HEC Montréal’s management. It is consistent with HEC Montréal’s institutional priorities and is reviewed periodically.

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