China Research and The Business School – A New Trajectory

1. China Research and The Business School – A New Trajectory A/Prof Jerry Courvisanos Dr Qingguo Zhai

2. A Black Swan Event? Nassim Nicholas Taleb (2008), The Black Swan: The Impact of the Highly Improbable, London: Penguin Standard activity that fits within the ‘uneventful province of Mediocristan’; is measured, reasonable and driven by the mediocre, the average, the middle-of-the-road. This path is well trodden and UB will always be at ‘the end of the line’ with this activity. Non-standard activity in ‘Black Swan-generating province of Extremistan’; it is the outlier, the highly improbable that changes the rules/operations and be ‘ahead of the curve’…this session is about generating non-standard research activity…the door has been opened for us…

3. The visit to Chinese universities Jerry and Qingguo visited four universities in north-eastern China, 10-13 September 2012 All four universities had prior connections and visits with UB and The Business School (TBS) • Harbin Institute of Technology (HIT): research only • Dalian University of Technology (DUT): research only • Dalian Nationalities University (DNU): articulation in undergraduate courses and research • Dalian University of Foreign Languages (DUFL): teaching undergraduate partner and research

10. The Chinese partner universities Researchers that we met • HIT (C9): Group of top nine in China, with strength in management, applied economics, accounting • DUT (985): Group of top 38 in China, with strength in innovation policy • DNU: Strength in regional development • DUFL: Strength in marketing and tourism DNU and DUFL are both quality universities and their research discipline areas are different from that of HIT and DUT All the researchers were very keen to collaborate

11. Chinese researchers • HIT: Most young experienced researchers • DUT: Senior researchers • DNU: Senior researchers and centre for region-based sustainable development • DUFL: Many young experienced researchers and PhD students Most can speak good English, some with NNSF grant (equivalent to ARC) and publications in refereed English journals

12. Why research? • Not a “university” without research • As partner providers, it is in your interest to have the title University in your promotional material • The Business School is part of a small university, but has a very extensive global teaching partnership • This is its strength – using the financial and human resources from this teaching model to develop its research agenda, which supports the university’s strategic research plan

13. How is research done? • Enrol and graduate Higher Degree Students (HDR) – Masters and PhD research degrees – in timely manner • Publish peer-reviewed studies in books, journals and conference papers • Apply and be successful with competitive grants on research issues of international, national and regional importance • Engage the wider community in informing, educating and applying research findings

14. How can providers collaborate on research? • Identify students that are distinguished in their studies, have a passion for learning and a deep motivation for inquiry and curiosity – such students are the backbone of any institutions that aspires to retain the name University in their programs • Then, enrol these students into our HDR programme • Identify teaching staff who are also motivated by inquiry and/or an academic career path – enrol them into our HDR programme • Have staff with PhDs and expertise to register as co-supervisors, so that can supervise HDRs, especially your own students in your partner institution

15. How can providers collaborate on research? • Staff be involved in research through assisting TBS research staff to conduct and analyse, via providing respondents or helping with technical work like statistics or coding of data • Staff engage with results through teaching the new findings, applying results, and showing practical ways in which such research can be best implemented • Staff with research experience to work with TBS research staff on issues of mutual interest or concern

16. Why Chinese researchers are interested in joint research • Keen to have discourse on their knowledge areas with Western discipline experts • Programmatic research support around teams that encourage collaborations • Joint research is more efficient than doing everything by oneself • Based on 1+1 > 2 (joint research); whereas, 0.8 and 0.8 = 0 (do it separately)

17. Why Chinese universities are interested in UB • Trust in individuals and trust in UB (we have told them UB and TBS is serious about research collaborations…doors have been opened for us) • UB and TBS senior staff (Rowena, Mike, Bob, Sam, Jerry, and Qingguo) have visited these universities many times. We know each other well, and have agreements with all of them • We have provided detailed information about our research and suggested possible joint research models which they could see add value

18. The benefit to Chinese universities • Research publications: More publications with UB staff (Chinese universities require young staff to publish SSCI journal articles, citation impact in English journals) • Overseas experience: Not many have strong ties with overseas universities (At least three months overseas experience is required for young staff to progress) • NNSF grant: Research record improved by overseas collaborations (ARC-equivalent grants at national level required for the young staff)

19. The benefits to UB • Joint publication: Working with experienced Chinese researchers with good English, on important issues arising from new economic powerhouse economy • Citation rates: Increase significantly if publishing with experienced international authors • Grant application: Research record with Chinese collaboration increases potential success • Internationalisation: Working closely with Chinese counterparts to transfer research for wider application • Other components of China program: joint program, articulation, staff exchange, student exchange, etc.

20. Research collaboration models Each of the universities are seeking different forms of collaboration: • DUT: Direct exchange of CVs to see if there is good fit on topics and approaches • DUT: Specific seminar on innovation from various perspectives, held at UB with DUT staff • DNU: Staff exchange and two Centres link; based on regional development and modelling • DUFL: Tourism and marketing groups to engage in discussions on overlap topic areas

21. Common interests in research? • Corporate governance • Accounting and financial – links to real estate, construction • CSR and value • Innovation – economics, management, regional links, knowledge transfer • Tourism – marketing/promotion, management, economics • Marketing in China • International trade • Regional development and modelling • Price volatility in energy market • Indigenous minorities – history, region, access

22. A New Trajectory This collaboration is to take a different path Very different to our research ‘collaboration’ with Shenzhen Polytechnic (SZPT), where: • Set up by top management, with ‘leaders asked’ to work with unknown & untried researchers • No bottom-up matching of interest and issues • SZPT researchers lacked time (high teaching loads), skills, English and clear methodological clarity This time, seek bottom-up initial interest with follow-up. Universities with deep research skills, time & funds to do it

23. The DUT model of research collaboration • There are many modes that partners can adopt to collaborate on research with TBS • But, how can such diverse research modes be actioned? What is the process and basic steps needed to get to such collaboration? • Each partner institution has its only unique set of staff, students and culture, so there is no one same process on how to collaborate • The DUT model is one that is working well, and serves as a case study

24. History of DUT-UB research collaboration • MOU (Memorandum of Agreement) signed by Dalian University of Technology (DUT) and UB on joint teaching and research activities (Visit by DVC Prof. Rowena Coutts late 2011) • On the invitation of DUT, Jerry Courvisanos and QingguoZhai visit 12 September 2012 to DUT Faculty of Management and Economics – discuss research opportunities; identify possible areas related to innovation and business studies • Prof. XP leads six-person research team to UB 18-19 February 2013 – develop research themes in presentations/workshops • Visit to UB in March 2013 by DUT senior delegation, with Dean of the Faculty of Management and Economics, Prof.Chen: Discussion with ADR on research collaboration progress

25. History of DUT-UB research collaboration • Jerry Courvisanos leads six-person research team (staff and one PhD student) to DUT 3-7 June 2013: • work in small workshops with Faculty of Management and Economics staff and HDR students on prior identified research projects; • presentations by Jerry and Qingguo on effective conduct of research • presentations by DUT faculty staff on research work • Currently all six UB team working with DUT staff and students on research projects in various stages of completion, from submission to ideation

26. DUT-UB business research projects • Chinese internet security and culture • Chinese mining company case study • Innovation policy comparison China and Australia • China as new entrant in aviation industry • Haier reverse innovation process • Citation mapping and innovation • Operation of eco-industry parks • Business model of energy saving cars • Ecologically responsible behaviour intention of bicycle riders in Melbourne • Educational experience of international students studying at DUT

27. Basis for DUT-UB collaboration DUT Faculty of Management and Economics • solid empirical research culture (e.g. case studies, SEM) • large research staff with many PhD students • strong research grant success related to innovation/manag’t • pressure to publish in top English language journals • NNSF grants applications improve with overseas collaborations UB The Business School • emphasis on theory-driven research (focused literature review) • small research-intensive staff • innovation management one core research theme • need to broaden research effort internationally and China as emerging nation is a central concern to the West

28. Research plan at the school level • Step 1 • Match researchers on both sides – ADR and Q • DUT (with HIT involvement) and TBS at UB Research seminar in February 2013 – ADR and Q • Step 2 • Staff dialogue to find mutual interest areas • ADR to monitor developments, Q to facilitate if needed

29. Research plan at the school level • Step 3 • Research proposals submitted to ADR and Q • Timetable for proposal and staff loads arranged with ADR and via Q to Chinese university • Step 4 • Seek funding and other support (e.g. RA sessionals), if required • Appoint project manager to ensure tasks completed

30. Research plan at the school level • Step 5 • Staff exchanges, with guest talks and facilitation of research • Research conducted and drafts produced (may seek support from Q, if needed) • Step 6 • Seminar presentations in both China and UB • Submission of papers and working on follow grant applications (research outcomes)

31. Support from the school on China side • Chinese university will support their staff to visit UB for joint research • Some staff can use their research grants to visit UB • Chinese university support their visit to UB • Research grant applications in China with TBS staff included (based on prior track record established)

32. Support from the school UB side • Organise seminars and other activities for Chinese researchers to be involved at UB • Provide visiting scholar status and facilities for Chinese researchers to stay at TBS • Support TBS staff to visit Chinese university (e.g. teaching relief, airfares) • Assist early collaborative research project with seed funding • Provide funds for editing papers when ready

33. TBS staff feedback • Is such Chinese collaboration a viable and attractive research option to staff, or just a waste of precious research time better used by TBS researchers in their own way? • If such collaboration is viable, is the prior outline a good approach or are there other/better approaches to collaboration? • Should ADR approach TBS research active staff with CVs of relevant Chinese researchers now? • How to start dialogue and meaningful discussion with Chinese counterparts?

34. TBS staff feedback • Is such Chinese collaboration a viable and attractive research option to staff, or just a waste of precious research time better used by TBS researchers in their own way? • If such collaboration is viable, is the prior outline a good approach or are there other/better approaches to collaboration? • Should ADR approach TBS research active staff with CVs of relevant Chinese researchers now? • How to start dialogue and meaningful discussion with Chinese counterparts?

35. Future paths for DUT-UB collaboration • TBS seed funding for new projects • Research grant applications in China and Australia with staff from DUT-UB • Staff exchanges as visiting scholars • Keynote speakers for conferences in each other’s networks • Seminars, workshops and conferences organised across institutions • Student visits, exchangesand joint supervisions • Production of joint publications (edited books)

36. TBS staff feedback Where to from here?