Research, Impact, and Institutional Actors: Where are the Leaders?

Abstract

The meaning of the term impact has evolved over the years, and actors external to the academy have increasingly begun to advance the concept, for reasons not necessarily related to knowledge creation. It falls on the faculty at large to preserve both the internal and external legitimacy of the knowledge creation process, and, for this, I suggest we look beyond the classic distinction between rigor and relevance polarities to the underlying models of organization that will dissolve the tension between the polarities. I advocate for a collaborative mode, striking partnerships with industry, and suggest at least four elements of the organization needed to accomplish that: capabilities, structures, culture and human resource management systems. I conclude by noting the need for unique leaders to pull off that transformation.