CReaTe KnoWleDGe, support. l action. CRÉeR le savoir, soutenir RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

Transcription

1 CReaTe KnoWleDGe, support CRÉeR action le savoir, soutenir l action RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN AUGUST 2015

2 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. SUPPORT AND RESOURCES Support for researchers Financial support and infrastructure development Support for young researchers Support for commercialization and knowledge transfer Strategic partnerships...6 E. EMPLOYMENT EQUITY...7 F. RESEARCH AND TRAINING AT HEC Montréal...7 G. PROGRESS MADE THANKS TO THE CANADA RESEARCH CHAIRS PROGRAM...11 H. EVALUATION PROCEDURES AND STRUCTURES FOR RESEARCH CHAIRS AND GROUPS RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

3 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 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 rise in the number 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. 3 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN 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.

4 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-todate 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. 4 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

5 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. 5 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

6 D. 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 postdoctoral 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. 6 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

7 E. EMPLOYMENT EQUITY HEC Montréal is an equal-opportunity employer and encourages women, Aboriginal peoples, members of visible or ethnic minorities and persons with disabilities to apply for faculty positions. In the fall of 2014, onethird of its faculty was comprised of women. HEC Montréal has several strategies aimed at increasing this representation even further. For example, as part of its plan to recruit two new Tier 2 Canada Research Chairs over the next two years, HEC Montréal intends to consider female candidates in a proportion that reflects the proportion of women active in the management field. It is important to keep in mind, however, that, despite its goal of greater gender equity, HEC Montréal has a limited number of Canada Research Chairs, half of which are Tier 1 Chairs held by men. Thus, it will take some time before gender representation among holders of Canada Research Chairs reflects the proportion of women active in the fields of management research. F. RESEARCH AND TRAINING AT HEC Montréal Since 1907, HEC Montréal s 78,000 graduates 1 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. Each year, close to $11 million is allocated to research. Roughly two-thirds of this funding comes 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 29 research chairs (22 institutional chairs, three Tier 1 Canada Research Chairs [one of which combines two Tier 2 Chairs], and three Tier 2 Canada Research Chairs), as well as 21 professorships and 30 research and knowledge transfer units (hubs, centres, institutes, etc.). Seven strategic clusters in Quebec 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 Data for RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

8 RESEARCH CHAIRS AND RESEARCH GROUPS AT HEC Montréal 2 Canada Research Chairs (CRC) Institutional research chairs Professorships Knowledge transfer hubs and research groups Inter-institutional strategic clusters Area Area Area 3 2 (combined into one Tier 1 Chair) Total Total CANADA FOUNDATION FOR INNOVATION INFRASTRUCTURE GRANTS (CFI) 2 CFI Government of Quebec Individual applications CFI Government of Quebec CRC applications Total Nombre Montant Nombre Montant Area $ $ $ Area $ 0 n/a $ Area 3 0 n/a $ $ Total $ $ $ 2 Area 1: Efficiency, effectiveness and management in organizations; Area 2: Strategic development of organizations; Area 3: The social, economic and political environment of organizations. 8 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

9 RESEARCH UNITS OF HEC MONTÉAL RELATED TO ITS RESEARCH AREAS Research Areas AREA 1 EFFICIENCY, EFFECTIVENESS AND MANAGEMENT IN ORGANIZATIONS Main Research Units Related to the Priority Area Canada Research Chairs Canada Research Chair in Decision Making Under Uncertainty Canada Research Chair in Distribution Management Canada Research Chair in Logistics and Transportation Institutional Research Chairs Carmelle and Rémi Marcoux Chair in Arts Management Chair in Game Theory and Management Chair in Supply Management Data Mining Chair Stephen A. Jarislowsky Chair in Governance UNESCO Chair in Cultural Management Professorships Work Team Management Combinatorial Optimization Workplace and Employee Analysis Operational Planning Data Science Employment Relations and Institutional Innovation Strategy, Organization and Social Practices Knowledge Transfer Hubs and Research Groups Calculation and Data Mining Laboratory (LACED) CHAÎNE Research Group Health Care Management Hub Research Center for Work, Health and Organizational Effectiveness (CRITEOS) Supply Chain Forum Strategic Clusters Group for Research in Decision Analysis (GERAD) Interuniversity Research Centre on Enterprise Networks, Logistics and Transportation (CIRRELT) AREA 2 STRATEGIC DEVELOPMENT OF ORGANIZATIONS Canada Research Chairs Canada Research Chair in Information Technology Implementation and Management Canada Research Chair in the Management of Employee Commitment and Performance Institutional Research Chairs Chair in Information Technology in the Health Care Sector Chair in Service Marketing and Customer Experience Chair in Strategic Management in Pluralistic Settings Chair in Strategic Management of Information Technology Chair of Learning and Teaching Technologies in Management Education Chair of succession and Family Enterprise Omer DeSerres Chair of Retailing Pierre Péladeau Chair of Leadership RBC Financial Group Chair of E-Commerce Rogers J. A. Bombardier Chair of Entrepreneurship Walter J. Somers Chair in International Strategic Management Professorships Information Technology and Multitasking MOSAIC in the Management of Creativity Knowledge Transfer Hubs and Research Groups Centre for Research in Family Enterprise Centre for Research on Organizational Transformation (céto) ERPsim Lab Institute for Entrepreneurship National Bank - HEC Montreal Media Hub Mosaic - Creativity & Innovation Hub Organizational Strategy Research Group Research Group on Information Systems (GReSI) Strategy as Practice Study Group (GéPS) Tech 3 Lab 9 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

10 RESEARCH UNITS OF HEC MONTÉAL RELATED TO ITS RESEARCH AREAS Research Areas AREA 3 THE SOCIAL, ECONOMIC AND POLITICAL ENVIRONMENT OF ORGANIZATIONS Main Research Units Related to the Priority Area Canada Research Chairs Canada Research Chair in Risk Management Institutional Research Chairs Chair in Energy Sector Management Chair in Ethical Management Chair in Monetary Policy and Financial Markets Chair of International Economics and Governance CPA International Research Center in Management Control Professorships Macroeconomics Economic Behaviour in Finance and Insurance International Investment Management Statistics Derivatives Accounting and Taxation (Roland-Chagnon) Auditing (Roland-Chagnon) Labour Economics Financial Engineering Contract and Incentive Theory Analysis of Derivative Instruments Electronic Government and Digital Cities Knowledge Transfer Hubs and Research Groups Alphonse and Dorimène Desjardins International Institute for Cooperatives Centre for Productivity and Prosperity (CPP) e3 Hub: Expertise in Energy and Environment Film and Media Research Group IDEOS- Socially Responsible Organisations Hub Institut du Québec Institut EDDEC - Environment, sustainable development and the circular economy Institute of Pensions and Savings (IRE) Interdisciplinary Research Group in Sustainability (GRIDD-HEC) International Business Research Group (GRAI) Montreal Institute of Structured Finance and Derivatives Non-profit, Community and Cultural Organizations Research Group Réseau d innovation en horticulture durable Réseau d innovation sur les aliments et la santé Road Safety Research Network Strategic Clusters Center for Research on Social Innovations (CRISES) Centre interuniversitaire de recherche en économie quantitative (CIREQ) Interdisciplinary Research Centre on Sustainable Development Operationalization (CIRODD) Inter-University Centre on Risk, Economic Policies and Employment (CIRPÉE) Interuniversity Research Centre on Globalization and Work (CRIMT) 10 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

11 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 is 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 three Tier 1 Chairs (one of which is a combination of two Tier 2 Chairs) and three Tier 2 chairs, making it the business school with the largest number of Canada Research Chairs in the country. In order to retain outstanding researchers, HEC Montréal combined the funding granted for two Tier 2 Canada Research Chairs to create one Tier 1 Chair that was awarded to one of its illustrious researchers (Georges Dionne). This goal was also behind HEC Montréal s decision, in 2014, to appoint researcher Erick Delage to a Tier 2 research chair of the Natural Sciences and Engineering Research Council of Canada (NSERC), a chair initially created with funding from the Social Sciences and Humanities Research Council (SSHRC). 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 the nearly $10 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 worldclass 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. 11 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

12 CANADA RESEARCH CHAIRS Year awarded Tier Agency Chairholder Research Area Special NSERC Laporte, Gilbert Distribution Management SSHRC Barki, Henri Information Technology Implementation and Management Special SSHRC (two Tier 2 Chairs combined to form one Tier 1 Chair) Dionne, Georges Risk Management SSHRC Paré, Guy Information Technology in Health Care SSHRC Vandenberghe, Christian NSERC Cordeau, Jean-françois Management of Employee Commitment and Performance Logistics and Transportation SSHRC Langley, Ann Strategy Process and Practice in Pluralistic Contexts NSERC (change of organization/ corridor of flexibility) Delage, Erick Decision Making Under Uncertainty Status Renewed in 2008 and 2015 Renewed in 2010 Renewed in 2011 Renewed in Converted to an institutional chair in Renewed in 2010 Renewed in 2011 Lost in 2008 reallocation. Converted to an institutional chair in New in 2014 CFI CFI grant awarded in 2001 CFI grants awarded in 2000, 2003 and 2010 CFI grant awarded in 2011 An application is planned for RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN

13 H. EVALUATION PROCEDURES AND STRUCTURES FOR RESEARCH CHAIRS AND GROUPS In keeping with its vision and its values, HEC Montréal 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 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. A Tier 2 Canada Research Chair will expire in 2015, at which point HEC Montréal plans to appoint a candidate from outside the institution in order to enrich its team with another highly qualified researcher. In order to meet the objectives of its Strategic Research and Knowledge Transfer Plan, HEC Montréal requires that all its research chairs and 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 (Politique de gestion des chaires) 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. 13 RESEARCH AND KNOWLEDGE TRANSFER STRATEGIC PLAN