mpp strategy2013-2017

December 2012

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3 Department Strategy

4 Organisation

5 Research

7 Teaching

9 External Funding

10 Dissemination & External Relations

11 Staff & Recruitment

13 Appendix

14 Strategy Foundation

16 MPP A-journal List

17 MPP Policy for the Ideal Researcher

Content

Colofon

mpp strategy / december 2012

Publisher:

Department of Management, Politics and Philosophy

Copenhagen Business School

Porcelænshaven 18B

DK-2000 Frederiksberg

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Department Strategy

VisionThe vision of MPP is to continuously renew ourselves as a creative-critical research and educational en-vironment that engages with contemporary societal challenges and provides a central force in establishing CBS as a genuine Business University with clear social sciences and humanities edges.

MissionMPP operates and wishes to be characterized as an interdisciplinary research department that creates engaged learning and knowledge at the intersections of management, social sciences and humanities. Thus MPP wishes to create as well as apply such interdisciplinary knowledge in courses and programs, projects and partnerships involving students, busi-ness representatives, as well as public organization employees. The multidisciplinary character of MPP caters for the engagement of many different but overlapping networks within research as well as in society enabling MPP to be the platform for a network of networks. Our aim is to impact, intervene and inno-vate managerial, organizational, and entrepreneurial practices in business as well as public organization contexts.

Values• To be constantly committed to innovation in

research, teaching and administration• To be a playground for an array of different

research disciplines that engages in a variety of types of organisational partnerships within research and outside

• To constitute an affirmative work environment which cherishes academic curiosity, heterogeneity and initiative)

• To strive for excellence & multi-disciplinary in-novation

• To give priority to joint actions and close col-laboration with our varied stakeholders

Aspirations1. To strive for cross-disciplinarity in research and

academic excellence

2. To be in front regarding developing new cour-ses and programs that are on the forefront of society needs and be committed to engaged learning using high quality teaching methods

3. To be a preferred department for external funding with a particular focus on enga-ged partnerships with a variey of stake-holders in public and private companies

4. To be known as front runners in finding new ways to disseminate our research to the public as well as we constantly try to im-prove our external relations to impact and intervene in the challenges of modern society

5. To always have top quality researchers and admi-nistrators. Our recruitment should be charaterized by a strive for excellence in research, teaching, and administration.

This is the strategy of Department of Management, Politics and Philosophy (MPP) for 2013–17.

This department strategy has two distinct goals:

1. To create a context where all staff members can get a clear understanding of the direction and goals of MPP and how the department can help realize their potential in a supportive and conducive environment with a set of common values, aspirations and directions.

2. To serve as a vehicle for communication to our stakeholders of what we wish to accomplish and how we plan to do it.

4 Organisation

MPP is a multi-disciplinary department organized in four research groups - supported by an administrative unit.

RESEARCH GROUPS

Management & EntrepreneurshipThe management group is focused on management’s relationship to innovation, creativity and entrepreneurship. The group is held together by an interest in management’s new predicament in a postindustrial economy - how to enhance the organisational conditions for newness.

Political ManagementThe politics group sees itself as a sort of a ‘hybrid political science’. Politics is not defined as a special set of institutions, but primarily as a particular political gaze at management and organization practices.

Management PhilosophyThe purpose of the Management Philosophy research group is to apply and develop philosophical theories and methods within key areas of business administration: management, organization, communication and economy.

Business HistoryIt is the ambition of the Business History group to enhance its position as an international oriented experimenting and creative research environment that integrates new fields, approaches and methods in research and teaching, in the field of Business History.

The academic disciplines are in this way nurtured while cultivating cross-disciplinary research, theme-orientation and discussions in-between groups.

Action points Indicators by 2017

• All research groups prepare a group strategy in collaboration with department management

• The secretariat prepares a strategy for the admi-nistrative support

• The group strategies are living documents sha-red by all mpp members and to be revised and discussed once a year. By August 2013 all group strategies, including the administration strategy, will be presented and discussed at the bi-annual mpp department seminar

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1.A. TO STRIVE FOR CROSS-DISCIPLINARITY IN RESEARCH AND ACADEMIC EXCELLENCE

The common characteristic of research at MPP is the effort to move beyond ordinary disciplinary boundaries of political science, philosophy and history via a critical-constructive dialogue with management research and so to engage with the fields of economics and business. MPP stands out internationally as an institutionalized multidisciplinary department and is renowned among our peers as a place where things happen that would be unthinkable elsewhere. This demands a constant balance between disciplines and their boundaries. Our research should be characterized not only to seek for solutions to problems but more so to formulate and identify new problems. To do so we embrace interdisciplinarity. MPP research is characterized by 3 perspectives: Management, Organisation and Business Economics. We study these broad areas from the individual level, the management level and with society as a point of reference. We believe that cross-disciplinarity is a distinct way to do research rather than a goal in itself. Multiple glances at the world equals multiplicinarity.

Alligned with the CBS business in society strategy MPP will pay a particular attention to the three BiS platforms: Public-Private, Entrepreneurship, and Sustainability. In the area of Public–Private we are already well positioned (but can do more) and in the area of Sustainability we believe MPP can contribute to the discussions of the fundamental reasons behind the financial crisis. In the area of Entrepreneurship we have a great potential with our permanent staff and new international recruitments so particular efforts will be focused on strenghening research in the area of Entrepreneurship. We will also do this by relating other research fields to entrepreneurship i.e. Entrepreneurship & Business History.

Action points Indicators by 2017

• All research groups prepare a group strategy in collaboration with department management

• Cross-disciplinarity and theme-orientation in explicit criteria for recruitment and promotion

• Facilitate cross-disciplinary encounters (e.g. special conference tracks, workshop organizing)

• Allocating of strategic funds of cross-group ac-tivities

• Function as meta-network for different multi- and inter-disciplinary research networks globally

• Semi-annual paper workshops • Improving seminar quality• Secure a multi-disciplinary organisational form

across groups• Promote cross-disciplinary collaboration by prio-

ritising cross-group projects and initiatives• Support cross-group fund applications • Contribute to CBS’ BiS platforms in relevant ways

• 20% increase in articles written in cross-discipli-nary journals

• Increased number of cross-group publications• 2 new cross disciplinary anthologies • 3 cross-group/departmental conferences • Recognized meeting place for Networks within

networks of Organisation, Management and Business Economy

• Facilitator of overarching networks • Increased number of journals co-authored with

business economic researchers• Increased number of cross-group projects and

research applications

1. Research

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1.B. PUBLICATION STRATEGY

MPP sees publishing as a collective joint effort and supports groups and faculty members to publish according to our publishing strategy in the best possible journals.

Disciplinary diversity is the very trademark of MPP and different disciplines have different publishing traditions and outlets.

To improve and clarify our publishing goals we have established five principles that should direct our efforts. Due to the interdisciplinarity and mix of social sciences and business humanities we cannot follow a simplistic mainstream publication strategy. Therefore, we cherish the values of non-mainstream journals and monographs with the aim of defining the avantgarde before it becomes accepted knowledge.

MPP aims to be a first-class department when it comes to demonstrating high impact on peers through publications. The emphasis on publications has several dimensions:

1. MPP pursues to publish extensively in English-language journals.2. MPP aims to publish more often in leading journals. Our mission is not to adapt to the mainstream but

to make a distinct impact on its future, which is why we also prioritise special high quality journals that are greenhouses for MPP top journal contributions. MPP also pursue publication in non-English languaged journals as a means to improve our recognisition and visibility.

3. MPP acknowledges that high impact can be achieved through journal publication as well as through books (monographs as well as edited volumes).

4. MPP acknowledges its obligation to publish in Danish alligned with the values of engaged partnership and our obligation to Danish society.

5. Finally we further demonstrate our trademark of being renewers of discourses and language also with the aim of changing practice (which more over is an argument for also publishing some of our research in books and articles in the Danish language)

Action points Indicators by 2017

• Provide the best possible support for individual and collaborative publications

• Initiate and facilitate a journal article mentorship for junior faculty

• Develop a reward structure for journal publications according to MPP policy

• Cater and facilitate for dialogue between discipli-nes of research

• MPP wants to be agenda setting • Workshop for all MPP faculty with publication

expert, establishing an understanding of different types of proxies for research quality and ranking of journals

• Seminar on how to make a personal publication strategy

• Use our international strategic partners to improve numbers of co-authored articles

• Support teaching initiatives with strategic alliance partners, i.e. St. Gallen, ESADE, Sauder/UBC, in areas such as summer schools, joint PhD courses etc.

• Each group will produce a journal list of 20-30 target journals that constitute excellence in their respective fields. At least 5 of these jounals should be cross-group oriented (by June 2013).

• Each faculty member develops a personal publi-cation strategy to be discussed at MUS.

• MPP wants to increase top journal publishing with 20%

• A 10% increase in the number of journal articles on the Danish government’s bibliometric lists

• MPP wants to contribute to CBS’ goal to increase top journal publications with 20%

• MPP will produce a minimum of 10 articles per year in journals included in the MPP A-Journal List (revised yearly)

• For MPP as a whole our goal is to publish 1-2 agenda setting books a year within our fields and themes

• Increased number of editor positions among MPP staff

• At least one teaching activity per year with stra-tegic partners

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TO BE IN FRONT REGARDING DEVELOPING NEW COURSES AND PROGRAMS THAT ARE ON THE FOREFRONT OF SOCIETY NEEDS

Vision: Change society through educational development – education as intervention

Following our vision regarding teaching and education we wish to participate in the development of new programs that are relevant to the big challenges society faces today. Teaching is at the core of knowledge creation and knowledge dissemination at CBS. In terms of societal impact the direct effects of teaching probably might just be larger than publishing research in even the highest ranking journals. Teaching is not a side-activity to research. If anything it is the other way around but ideally the two should interact in mutual synergy.

Our educational efforts need to address future demands of knowledge and, therefore, our goal is to always be at the forefront to supply society with the newest and most relevant educational programmes. We see a potential in increased internationalisation of our courses and programs alligned with the new international recruitments and the general globalisation of the realm of education.

MPP wishes to be broadly representated in the educational program portfolio at CBS. We engage ourselves as study directors/program coordinators of the following CBS educational programs: HA/CM(fil), HA(soc), HA/CM(psyk), BSc Engage, CM IMM, cand. soc., PKL, OIE, and MPA.

Focus on pedagogicsTo improve learning objectives MPP wishes to develop a stronger focus on learning outcomes and new forms of pedagogics. This is of course an area central to the owners of the study programs but by putting it on our department agenda we hope to be able to create an even stronger attention by our staff to improved teaching quality.

One initiative that we will look more into is related to case-based teaching in our programs. While case based teaching is well suited to educate students in how to apply theoretical knowledge in practice, this form of teaching also enables teachers to use their own research material in the class. This is one of the ways in which we hope to create the desired synergies between teaching and research and we are committed to continue the work on case-based teaching.

Also the pedagogics related to studio based learning is something that we wish to explore more. Inspired by international colleagues we will initiate Monday “Munch” seminars with open, positive dialogue on new research and educational ideas to also improve better integration of these two activiities.

2. Teaching

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Action points Indicators by 2017

• Advocate inclusion of MPP/CBS fresh research in course literature and discuss new MPP research themes with study boards of CBS educational programs

• Actively participate in the work to implement and put the Carnegie Report ideas into practice at CBS (by participation in the Aspen Carnegie Consortium, cooperation with UNISG)

• Use and promote the CBS Studio as an arena for experimenting new ways of connecting education with cutting edge management research.

• MPP wants to lead the initiation and construction of new programs in collaboration with other departments.

• Require that MPP PhD supervisors attend super-vision events in OMS

• Enhance the relationship between MPP academic focus and core interests of CBS

• Develop a database for business cases• Continue to stimulate the highly innovative edu-

cational environment at MPP • Facilitate research-based education

• Engage in teaching in none-MPP ”owned” study programs

• Increased participation in case-based teaching with setting the goal of 40 % of staff has partici-pated in case-based teaching

• A new master in cultural management developed• MPA and FLØK reformed• Engage external lecturers in teaching seminars

and group meetings at MPP• Engage colleagues in each other courses • All courses should have elements of case-based

teaching• MPP has contributed to expanding CBS’s entre-

preneurship teaching portfolio • Most of MPP researchers have teaching within

their research interest

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THROUGH ENGAGED PARTNERSHIPS

MPP has a societal obligation and wish to intervene in society. Our societal engagement includes collaboration on research, education, and dissemination of knowledge.

MPP has a long and successful tradition for engaged partnerships, that not only contribute to research but also extensively to funding. We belive that this approach is fundamental when attracting funding. However it takes considerable amounts of time to build lasting partnerships. Therefor new funding opportunities ie. consordiums, EU-funding as well as international foundation should be sort out. i.e. Hannel Foundation (with St. Gallen).

We encourage the inclusion of external stakeholders in the very research process as informants, experts or sparring partners. One way of achieving this is though our ongoing effort to generate new PhD stipends. Furthermore, we wish to reconstitute our external advisory board.

We wish to have a high level of collaboration with representatives of business, government and other parts of society (so-called engaged partnerships). This is achieved by engaging such representatives in all phases of the research process. Hence it is an important activity to apply for and get external funding from national and international sources. These include the national research councils, private foundations as well as sponsors in the industry. Our capacity to fund activities through external funding is an important parameter in how we evaluate the department. Experience with and commitment to fundraising is also a key criteria in the recruitment of new as well as promotion of existing staff.

We wish to develop a strategy for fundraising that connects us to other organizations. Through economic commitment partnerships develop. It is not only a matter of increasing our economic ressources but also to increase the exchange between research and society – this is why we find partnerships more valuable.

MPP wishes to engage in the strategy of CBS to receive more external funding. We need to have more attention to this effort from management and secure ressources to cater for an improved effort. Extra ressources (e.g. student assistance) to scientic staff to process and also prophix hours to make application work more welcomed.

MPP wishes to improve the academic quality of our application in order to improve our rate of success. This will be done by implementing our policy including setting up a funding support committee that will read and comment all application for external funding. The HoD will on a regular basis meet with the funding committee to discuss improvement initiatives, to discuss general feed back and how to give priority to different initiatives. A particular focus will be on fundraising for industrial PhDs and external or co-funded PhD stipends.

Action points Indicators by 2017

• Partnerships with practice• Increase effort to engage new PhD stipends• Constitute new MPP Advisory board • Etablish internal body for academic funding-

application support• Systematic project proposals follow-up• Initiate incentives structures for reseach ap-

plications• Mapping of networks• Partnership policy, including MPP news as part-

nership catalyst• Provide best conditions possible for successful

research applications • Give priority and support cross-group research

applications and funding initiatives

• Establish a catalog regarding larger project ideas• Engage in or lead the application for two EU-

projects (1,5 mio €)• Become Network center for interdisciplinary in or-

ganization, management and business economy. Establish overlapping Network

• Establish 3 partnerships per research group in research areas of interest and utility

• Increased external funding• Increased the number of cross-group and cross-

departmental research applications

3. External Funding

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IMPACT AND INTERVENTION

MPP is committed to dissemination of knowledge to relevant practitioners as well as the general public. We thus encourage researchers to communicate the results of their research through other mediums than only academic journal articles. Such mediums include textbooks, popular books, workshops with practitioners, MPP News etc.

MPP has a history of being an active participant in public debates and our staff appears regularly in TV, radio and newspapers. We see this as a cornerstone in our definition of business in society efforts and continously wish to strengthen our efforts in communicating our ideas and research. We believe that our visibility in the public is not only an efficient channel for knowledge dissemination but also a key factor behind our relative success in getting funding from private foundations as well as sponsors in the industry. Appearance in public media is another crucial variable in the evaluation of MPP.

The established ‘MPP Relations’ initiative consists of two admins that stimulate the overall dissemination of knowledge by supporting the individuel researcher in pitching their research results to media and the general public. MPP Relations publishes MPP News two times a year and a number of press releases to selected media with specific research results.

Dissemination of knowledge and participation in public debate is important. MPP wishes to form in some of the central public agendas and to qualify the public debate on management, organisation and business economy in a historical context.

Master level education is a large and crucial part of the MPP business and it provides another important venue for the dissemination of our research.

Our research should not only be scientifically robust but also relevant, engaging and intervening.

Action points Indicators by 2017

• Celebrate, reward and respect authors with so-cietal impact and good general public resonance

• Establish new goals and reference quality regar-ding dissemination, i.e. determine alumni pool.

• Offer media training to all PhD students on their last semester.

• Consider PR pitch for each published article• Establish and implement a stakeholder manage-

ment system • MPP Relations offers conference help• Coordinate alumni efforts with study programs

and CBS Alumni• Initiate a MPP PhD alumni network• Support CBS strategic alliance network with St.

Gallen, Aspen Institute and Sauder

• MPP is responsible for minimum one newspaper feature series per year

• MPP has minimum one newspaper columnist • MPP the most quoted research department in DK

in public media• 50% increase in valued stakeholders• MPP makes a least 5 public conferences a year• MPP makes once a year one major Conference i.e.

Play or Welfare Management, Entrepreneurship• Staff Commitment to be present and engaged in

public and private boards, councils etc. target goal 15 of such positions

• 25% of entire MPP alumni program pool has participated in an MPP alumni event.

• Established Liberal Learning network with one yearly conference.

4. Dissemination & External Relations

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5.A EXCELLENCE FOR MPP POSITIONS

The quality of MPP research and education is only as good as the people working at the department. Therefore, it is crucial for us to attract excellent people to fill vacant positions at the department that correspond with the values at the department. The maintenance of our visibility and reputation nationally as well as internationally is key to our ability to attract qualified new staff. Our reputation is based not only on our results in research and teaching but also on the quality of our work environment. We thus strive to create a working climate based on mutual recognition, trust, and respect.

When choosing between candidates for open positions we aim to balance between the following concerns:

• Continuity in the organization – renewal and new input• Team players that fit into existing research themes – individual independent innovators • Productive publishers – great teachers

In terms of recruiment and promotion the department emphasizes not only research merits, but also the individual’s contribution to the collective. In line with this, it is expected that all tenured faculty is active in doctoral education (either as supervisors or by offering PhD courses) and that they are active in funding applications (not just individual projects but also and especially for collective projects that include PhD stipends) In terms of recruitment and promotion the department emphasizes not only research merits, but also the individual’s contribution to the collective. In line with this, it is expected that all tenured faculty is active in doctoral education (either as supervisors or by offering PhD courses) and that they are active in funding applications (not just individual projects but also and especially for collective projects that include PhD stipends). These expectations to PhD, assistant professors, associate professors, and professors are elaborated in the paper “The MPP policy of the ideal researcher - the new gold standard”.

Action points Indicators by 2017

• The gold standard for mpp researchers is pre-sented and discussed at department meeting

• Establish mentor system for new faculty at all levels (from PhDs to full professors)

• Encourage collective writing and co-references to inspirational work

• MPP faculty should be present at international conferences to inform of MPP and to scout in-ternationally for right-profile candidates (AOM, EGOS etc.)

• Develop a clear description of expectations re-garding the different positions at the department

• Maintain the same level of permanent staff also after a change of generation

• Develop information describing what is expected of MPP employees in different positions is in place

5. Staff & Recruitment

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5.B. EXCELLENCE IN DEPARTMENT ADMINISTRATION

The MPP administration is a strategic partner to the department management and the research groups and is considered at the very center of education and the ongoing research conducted at MPP. The administration supports research, teaching, fundraising, and knowledge dissemination and has the overall outlook on CBS and collects and distributes knowledge both internally and externally. The administration continuously reflects upon how to professionalize, rethink and streamline responsibilities, while striving to be proactive and adaptive to the given conditions.

Action points Indicators by 2017

• Administration to be measured according to stra-tegy and implementation of strategy action points

• Provide excellent support for research and tea-ching activities at MPP

• Regular meetings with research groups• Joint seminar with admins at OMS-departments

to discuss the four departments’ support and develop bench marking critera (initiated by HoS)

• Overall satisfaction with the department admini-stration. Criteria to be developed.

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Appendix

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MPP STRATEGY INTELLIGENCE

MPP Strategy is not only formed by internal debates but also by our international community. For the sake of MPP Strategy development MPP has recently undertaken the following six activities:

1. Strategy seminars internal to MPP 2011-122. Self-assessment of MPP undertaken 2009-103. Evaluation of MPP 2011 by international peers 4. MPP roundtable on the Carnegie2 Report for “rethinking business education” at CBS 20115. International benchmarking at Aspen Carnegie Consortium 2012; CBS invited on MPP initiative6. Expert debate at American Academy of Management in PDW initiated by MPP 2012 MPP STRATEGY BACKGROUND

At MPP management is studied in relationship to philosophy, politics, and history. This hybrid approach to management research and teaching is what makes MPP stand out internationally. Now MPP, a somewhat marginal department seventeen years ago, has become a unique CBS window open to disciplines and thinking increasingly in demand for “rethinking business education”. Over time MPP has built up a considerable international network; the MPP community. MPP work environment has the mutual recognition, trust and respect for innovating business education by cross-fertilizing humanities, social science and liberal arts with entrepreneurship and management. MPP mixes different modes of research for the ultimate benefit of better business and management education at CBS.

MPP STRATEGY VALUES

• MPP has drafted a personnel codex (the ideal mpp’er) to make us all share the values of the following intention.

• MPP Strategy supports single researchers as participants of the four MPP groups contributing to CBS international reputation for advanced, engaged and critical education in business and society.

• MPP Strategy aims at improving the department as collective and collaborative research environ-ment where senior members mentor younger fellow workers international careers by supporting, networking and improving the visibility of new constellations and projects.

• MPP Strategy aims at easing dialogues between research and education in a mood where theory and practice mutually interacts.

• For the purpose of realizing the MPP Strategy develops the following shared organization clear responsibilities across the department.

MPP STRATEGY RESPONSIBILITIES

MPP Strategy Leadership MPP is, due to its considerable size (approx. 100), organized under a Head of Department (HoD); seconded by four group directors (GD) and the Head of Secretariat (HoS). For the time being MPP has four groups “Management & Entrepreneurship”, “Political and Public Management”, “Management Philosophy”, and “Business History”. The Group Directors are appointed by HoD. The Head of Secretariat is responsible for the administrative secretariat. The leadership group meets one a month and consists of the Head of Department, the Head of Secretariat, the four directors of MPP’s research groups, the teaching coordinator, the PhD coordinator, the department coordinator.

MPP Strategy CoordinationThe following is based on the necessity to keep strategic work separate from everyday tactics in MPP administration. Therefore, the MPP leadership group will meet twice a year to full day Strategy Meetings immediately followed by an open departmental Strategy Meeting for all MPP staff.

Appendix 1: Strategy Foundation

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Each group director is responsible for feedback information on each action point at least one month before the strategy meeting to the administrative secretariat which 14 days before the strategy meeting provide an executive summary to the MPP leadership team.

MPP STRATEGY MONITORING

A. HoD secures and reports back to leadership group on:1. Prioritizing time and budget resources for cross group strategy initiatives.2. Calibrating bonus-system for strategy fulfillment performance 3. Ongoing strategy dialogue with CBS President and Deans (e.g. on recruitment/promotions, international positioning, educational portfolios).4. Ongoing strategy dialog with international partners and academic arenas (by securing bench marking and exchange continuity, visibility at and learning from international conferences)5. Ongoing strategy coordination with other CBS departments and BIS platforms.6. Is responsible for MPP communication of strategy issues to MPP personnel & MPP international community.

B. GDs secure and report back to HoD & HoS on:1. Allocating group budget to strategy performance2. Make the Strategy Action Points trickle down in the group consciousness3. Securing information about the strategy work in other groups (regularly inviting other HoGs to present their strategy performance)4. Relate strategy to normal group action like; invitation guest-researchers/speakers, funding new projects, active participation in international conferences (track chairs & papers), publication (authorship & editorship).

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• Academy of Management Review

• Business History

• Business History Review

• Culture and Organisation

• Economy and Society

• Enterprise & Society

• Entrepreneurship, Theory & Practice

• Ephemera

• Journal of Management Studies

• Management & Organisational History

• Organization

• Organization Studies

• Public Administration

• Scandinavian Journal of Management

• Theory, Culture & Society

Appendix 2: The MPP A-Journal List

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The MPP policy of the ideal researcher - the new gold standard serves as a management tool to be used in connection with annual performance reviews (MUS), recruitment, promotion and also as a guideline and inspiration paper for staff in their understanding of the broad values MPP wishes to build on.

The ideal researcher policy serves several purposes:

1. Academic staff will often be uncertain on what is expected from them and what they can expect from each other. With this policy and tool, we wish to specify what we expect from the individual employee in terms of expectations and responsibility, including research, teaching, working en-vironment and responsibilities in taking on leadership. For instance sometimes the hype around increased publishing in international journals take all up space and all other expectations seem to fade. We would like to emphasise that academic staff at MPP does not only have a responsibility in terms of research and teaching, but also in terms of engaging in our organisational life, taking on leadership duties, communicating to the public and fundraising activities. It is not acceptable to only place focus on research or teaching; even if that is what you do the best. Naturally, the re-sponsibility for the different elements varies dependent on your position. For example, an assistant professor is responsible for contributing to a good working environment, but for a professor we say he or she is responsible for creating that good environment. Is important that these expectations are communicated.

2. In our policy of the ideal researcher we seek to define our expectations to academic staff. As such, the policy is an expression on our management criteria and values to be used in the annual per-formance reviews. The policy applies to all staff regardless of level. We wish that all staff should engage in organisational life and take on duties in a varied way. We do not find it acceptable that any member opts out of specific types of responsibilities, because he or she does not think it is important or matters engaging in the everyday the boring stuff not directly giving academic credit. We acknowledge that we are not all equal in the above presented dimensions, and that we in our effort to express the (generally) not expected we run a risk of producing disappointment. But as management, we find it important to make this statement.

3. The policy of the ideal researcher serves also as the basis for the department management’s discussions on recruitment and promotions. It serves as a bases for discussions on which staff is measured. We are aware of the differences between what is ideal and what is real, and that some researchers show better results regarding which areas we focus on. When we assess future nomi-nations of associate professors for professorships with special responsibilities, we will take into ac-count how the researcher meets our expectations in not only the job description but also how he or she performs in relation to the criteria of this policy. Few will be able to perform outstanding on al requirements. But an associate professor who only focuses on international publications will not have hit the target. We will be looking at the employees will and ability to take collective respon-sibility, for instance through fundraising actions, management duties and administrative tasks or contributions to the improving the general working environment. The policy wishes to describe the broader scope and idea of how the individual researcher needs to contribute to the collective of MPP now and in the future.

4. It is not easy to meet the expectations that we have formulated. In some cases either structures of MPP, CBS or the Ministry of Education almost work against our aims. Therefore we think it is important to have some points of reference to how the individual researcher can improve his or her ability to living up to our idea of the ideal MPP researcher.

Our policy must give direction to our staff. That being said, our values do not stand alone, as must comply with what our stakeholders expect from us. We know and accept that there in some cases may be differ-ences or even conflicts between what is expected in our policy and what may be formulated elsewhere in official CBS assessment criteria. It is then our responsibility, as management, to deal with this when rel-evant and with respect to current official legislation.

Appendix 3: MPP Policy for the Ideal Researcher

18 The competence profile of the ideal MPP researcher, who we wish to recruit in accordance with, thus looks like this:

1. Research profile: The mission of MPP is stated in the MPP strategy 2012-17 and our recruitment policy and efforts must comply with the strategy. The ideal MPP researcher must show that he or she has a clear research agenda and is able, willing to communicate internally and as well externally.

2. Teaching: The mission and the values of MPP are also stated in our strategy and we expect focus and high standards in the quality of teaching MPP provides for. The ideal lecturer knows how to communicate his research and is continuously working on developing and improving his or her teaching style, challenging the students to reflect on the subject, think beyond and let the students take responsibility for his/her own learning.

3. Working environment: Traditionally, research and teaching is practised individually. However, as a de-partment, we wish be among the front-runners, both in terms of teaching and research. If we want to challenge our research field - not only to exist in the field - we have to move closer together. The ambi-tions of the department can be realised, only if we pull together and create synergy between development in research as well as in teaching. This requires a productive and creative environment, which cannot be taken for granted but requires an active effort from the individual employee. It is extremely important that the individual employee participates the responsibility to create such an environment i.e. has an ability to connect individuality vs. society and thus creates a common room in which employees can be and become relevant to each other. It also means that tenured staff in particular has a responsibility to create a strong and engaging environment for PhD students and to put effort into attracting, supervise and assess PhD students. Another element of the working environment concerns building bridges between the different areas of research. A department that bases its organisation on groups will eventually implode, if the groups become too closed. If the department is to function as a department in which the groups create synergy, it is required that the groups actively are seeks dialog between groups as well as to external stakeholders. This will also impose a demand on the academic expertise of the individual researcher, as he/she must stretch beyond his core expertise. some way

4. Leadership qualities: The leadership at MPP must comply with the Leadership codex of CBS. The pace of development activities of MPP requires that a lot of different leadership responsibilities. Not only for self-management, but to engage in carrying out the visions and ambitions of MPP in all aspects of research, teaching, university politics, relations to the world that surrounds us, etc. In particular we wish to support the idea of co-management; to make teams, to be a part of a team, to assume a responsibility for a team with a view to research, teaching, etc.

5. Research communication: MPP attaches great importance to research communication, both nationally and internationally. Communication to a broad audience, both in relation to the business community and the public in general. It is crucial that the individual researcher masters this communication, knows how to render the relevance of his/her research visible and makes his/her mark in the public debate. Fields of research must and should be branded, preferably with an individual touch.

6. Fundraising: MPP depends on external funding for research. External funding gives prestige, legitimation internally and as well as externally. External grants finance a vast number of activities. We have a primary goal of seeking external funding to fund PhD fellowships and Postdocs. The constant revitalization of the department is dependent on this. Also we need external funding for research support and quality improve-ment i.e. translation of books, academic conferences, guest professors, travelling expenses. It is crucial that everyone takes responsibility in the generation of a solid external funding bases for MPP.

MPP has high aims and competence requirements for our academic staff. Of course there will be academic stars - who basically only know how to conduct top quality research. Naturally he or she should be in con-sideration for recruitment but a good applicant in regard to the MPP policy at some level need to be quali-fied within all several areas. Even though he/she might be a star researcher and lecturer, an applicant for an associate professorship is not necessarily right for the position if she or he does not possess any leadership qualifications or are not able (or willing) to contribute to positively the working environment of MPP. In most cases the array of wished for competences are not fully developed at the beginning of a research career. But the researcher’s potential for a varied competence development should definitely play a part in the assess-ment. The profile according to position is described in the table on next page.

Note to the table on next page:

NB! The most basic requirement for a future CBS researcher is that he/she is able to meet the publication re-quirements within the specific job category. In addition to that, the ideal MPP researcher must possess com-petences within all of the above mentioned categories, but a researcher is not expected to perform equally well in all of them.

19

mp

p s

tra

teg

y 2

013

-20

17

PhD

stud

ent

Assi

stan

t pro

fess

orAs

soci

ate

prof

esso

rPr

ofes

sor

RESE

ARCH

You

have

show

n th

e ab

ility

to

pres

ent a

pro

ject

that

is re

le-

vant

to M

PP a

nd h

ave

dem

on-

stra

ted

the

capa

city

to c

ondu

ct

rese

arch

.

You

show

a p

oten

tial f

or re

-se

arch

orig

inal

ity a

nd h

as

de-v

elop

ed a

criti

cal,

refle

xive

po

sition

rega

rdin

g yo

ur fi

eld

of

rese

arch

.

Your

rese

arch

is fo

cuse

d an

d ba

lanc

ed

and

you

have

dev

elop

ed a

cle

ar in

di-

vidu

al re

sear

ch p

rofil

e.

Your

rese

arch

con

trib

ution

s for

m a

scul

ptur

e, w

hich

rep-

rese

nts a

n or

igin

al le

vel o

f res

earc

h.

TEAC

HIN

G

You

dem

onst

rate

will

and

cou

r-ag

e to

teac

h.Yo

u de

mon

stra

te a

sens

e of

ped

agog

y an

d ab

ility

to

com

-mun

icat

e, a

s a le

ctur

er,

supe

r-viso

r and

exa

min

er. Y

ou

dem

onst

rate

you

r int

eres

t in

peda

gogy

and

tech

nica

l too

ls.

You

are

able

to c

reat

e ne

w c

ours

es

and

plan

pro

gram

mes

that

com

bine

di

ffere

nt p

edag

ogic

al m

etho

dolo

gies

. Yo

u kn

ow h

ow to

han

dle

peda

gogi

cal

and

tech

nica

l too

ls.

You

know

how

to c

reat

e ne

w ty

pes o

f tea

chin

g, c

oord

i-na

te te

achi

ng st

rate

gies

, res

earc

h st

rate

gies

and

re-c

ruit-

men

t str

ateg

ies.

You

eng

age

activ

ely

in th

e di

scus

-sio

ns

rega

rdin

g ho

w w

e ca

n im

prov

e th

e qu

alifi

catio

ns o

f our

st

uden

ts re

gard

ing

the

need

s of t

he b

usin

ess s

ecto

r and

so

ciet

y in

gen

eral

now

and

futu

re d

eman

ds.

WO

RKIN

G

ENVI

RON

MEN

T

You

are

enga

ged

activ

ely

in y

our

loca

l res

earc

h gr

oup

and

take

pa

rt in

the

gene

ral P

hD e

nviro

n-m

ent b

y pr

esen

ting

pape

rs a

nd

taki

ng a

ctive

par

t in

disc

ussio

ns.

You

wor

k co

nstr

uctiv

ely

and

are

open

for c

oope

ratio

n w

ith

an in

tere

sted

vie

w to

the

de-

part

men

t’s re

sear

ch e

nviro

n-m

ents

.

You

take

an

activ

e re

spon

sibili

ty fo

r th

e en

viro

nmen

t by

taki

ng in

itiati

ves

such

as p

lann

ing

sem

inar

s and

an-

thol

ogie

s. Y

ou ta

ke re

spon

sibili

ty fo

r th

e in

tegr

ation

of P

hD st

uden

ts a

nd

assis

tant

pro

fess

ors.

You

find

that

it is

a

part

of y

our j

ob to

nur

ture

and

de-

velo

p th

e so

cial

env

ironm

ent o

f you

r gr

oup

and

the

depa

rtm

ent.

You

have

a

natu

ral i

nclin

ation

for c

ross

-disc

i-pl

inar

ity in

rela

tion

to th

e di

ffer-e

nt

rese

arch

gro

ups.

You

enga

ge in

the

man

ager

ial r

espo

nsib

ilitie

s of t

he

depa

rtm

ent i

n th

e cr

eatio

n of

a g

ood

soci

al e

nviro

n-m

ent a

nd a

re c

omm

itted

to e

ngag

e co

lleag

ues i

n jo

int

activ

ities

such

as s

emin

ars,

col

lecti

ve a

ntho

logi

es, e

tc.

You

take

resp

onsib

ility

for e

ngag

ing

also

the

asso

ciat

e pr

ofes

sors

in th

e de

velo

pmen

t and

impr

ovem

ent o

f our

w

orki

ng e

nviro

nmen

t. N

ot o

nly

do y

ou a

ct o

n be

half

of

your

gro

up, b

ut y

ou th

ink

of th

e de

part

men

t as w

ell t

hus

look

ing

for w

ays t

o cr

eate

syne

rgy

betw

een

the

indi

vid-

ual g

roup

s and

to o

ther

rese

arch

env

ironm

ents

of C

BS.

LEAD

ERSH

IP

QUA

LITI

ES

You

take

resp

onsib

ility

for t

he

plan

ning

and

impl

emen

tatio

n of

you

r PhD

pro

ject

and

rela

ted

activ

ities

and

man

age

your

st

akeh

olde

rs in

a w

ell-b

alan

ced

way

.

You

feel

resp

onsib

le in

rela

tion

to in

itiati

ves a

nd c

o-m

anag

e pr

ojec

ts.

You

enga

ge a

s mem

ber o

f stu

dy

boar

ds o

r oth

er m

anag

eria

l tas

ks. Y

ou

parti

cipa

te in

fund

raisi

ng a

ctivi

ties

You

have

a g

ener

al st

rate

gic

resp

onsib

ility

for t

he d

e-pa

rtm

ent a

s a w

hole

. You

hav

e a

long

-term

visi

on fo

r the

de

part

men

t/gr

oup.

You

par

ticip

ate

(and

lead

) str

ateg

y w

ork

and

enga

ge c

olle

ague

s in

this

wor

k. Y

ou a

re a

mem

-be

r of t

he st

udy

boar

ds; p

artic

ipat

e in

inte

rnal

com

mit-

tees

and

the

like

on th

e ba

sis o

f a st

rate

gic

prio

ri-tis

ation

.

RESE

ARCH

CO

MM

UN

ICAT

ION

You

parti

cipa

te in

com

mun

ica-

tion

activ

ities

prim

arily

rega

rd-

ing

your

ow

n re

sear

ch

(feat

ure

artic

les)

You

are

enga

ged

in a

nd a

re

deve

lopi

ng b

road

er sc

ope

on re

sear

ch c

omm

unic

ation

(o

rgan

izing

wor

ksho

ps w

ith

prac

tition

ers,

par

ticip

ating

in

publ

ic d

ebat

es, g

ivin

g ex

tern

al

pres

enta

tions

)

You

parti

cipa

te re

gula

rly in

the

publ

ic

deba

te w

ithin

you

r fiel

d of

rese

arch

(o

rgan

izing

pub

lic c

onfe

renc

es, k

now

-le

dge

club

s)

You

are

a ce

ntra

l par

t of t

he p

ublic

deb

ate

with

in y

our

field

of r

esea

rch.

You

are

abl

e to

set t

he a

gend

a fo

r how

to

pics

are

disc

usse

d an

d ha

ve a

stra

tegi

c ap

proa

ch (p

art-

ners

hips

, sit

on b

oard

s of d

irect

ors)

,

FUN

DRAI

SIN

G

You

take

adv

anta

ge o

f the

op-

port

uniti

es th

ere

are

to a

pply

fo

r fun

ding

for t

rips,

etc

. and

th

ereb

y ea

se th

e bu

dget

of

MPP

.

You

take

par

t in

findi

ng e

xter

-na

l fun

ding

for o

wn

proj

ects

You

see

it as

a p

art o

f the

ir jo

b to

find

ex

tern

al fu

ndin

g; n

ot o

nly

for y

our

own

proj

ects

, but

also

for P

hD sti

-pe

nds,

etc

.

You

take

on

a le

ader

ship

pos

ition

in o

rder

to c

reat

e ex

tern

al fu

ndin

g fo

r MPP

in th

e br

oade

st se

nse

of th

e w

ord,

incl

udin

g th

e Ph

D sc

hool

. You

take

adv

anta

ge o

f th

eir i

nter

natio

nal c

onta

cts i

n te

rms o

f fun

drai

sing

CBS.DK/MPPDEPARTMENT OF MANAGEMENT POLITICS PHILOSOPHY