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How Academe and Business Can Connect

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How Academe and Business Can Connect

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  1. How Academe and Business Can ConnectRoger ClarkeXamax Consultancy Pty Ltd, Canberra Visiting Professor in eCommerce, Uni. of Hong Kong;Cyberspace Law & Policy, U.N.S.W.; and Computer Science, ANU http://www.anu.edu.au/people/Roger.Clarke/EC/... ... ICEC06-ABC {.html, .ppt}ICEC’06 – Fredericton NB – 15 August 2006

  2. How Academe and Business Can Connect • What does Academe think Academe does? • What would Business like Academe to do? • What are the Bridges?

  3. What Does Academe Think Academe Does? • Develops Deep Knowledge • Accumulates Knowledge by: • basing research on current Theory • extending current Theory • Researches what’s Empirically Researchableor Conducts Experiments that are ‘interesting’ • Achieves Quality through Rigour • Gets Rewarded for Publications whose Rigour has been Confirmed

  4. Theory • Formal Theory: • A coherent group of general propositions that enable a systematic description of Phenomena within a particular Domain (and maybe explanation, even prediction) • As distinct from Ad Hoc Theory: • A conjectural, as-yet-untested description

  5. What Would Business Like Academe To Do? • Address Current Topicswhether or not Empirically Researchableand whether or not they’re ‘interesting’ • Pursue Instrumentalist Research(rather than conventional Pure or Applied) • Stimulate Innovation • Achieve Quality through a Balancebetween Relevance against Rigour • Get Rewarded for Work whose Relevance has been Confirmed

  6. Alternative Motivations for Research • ‘Pure Research’ “because it’s there” contribute to abstract, theoretical understanding • ‘Applied Research’ “I have a hammer, so go and find me a nail” • ‘Instrumentalist Research’ “I have a problem, so go and find me a solution”

  7. An Eternal Tension in ResearchRelevance vs. Rigour • Associations with Rigour • Independence, through Pure Research Motivation • Outcomes that are Explanatory • Quantitative Data / Ratio Scales / Stat’l Analysis • Determinable Causal Relationships • Associations with Relevance • Motivation that is Instrumental, or Applied • Outcomes that are ‘Predictive’ and Normative • Whatever Data is Collectible • Complex Interdependencies

  8. So: What are the Bridges? • Interact To convert misunderstanding to appreciation • Resource To encourage business-relevant research • Reward To compete with conventional academic rewards, and hence to shape them

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