Higher education (HE), and in particular Management and Business Education, is facing
an unseen crisis. Business schools and learned societies are dealing with a number
of pressing short‐term problems that potentially threaten their existence. Although
HE leaders have to focus on short‐term survival, they should not forget about sustaining
growth and development in the long term. The current crisis also creates opportunities
to rethink our focus and role in the society. To this end, we posit a Manifesto for
business and management in HE and learned societies to gain a stronger identity, broker
and facilitate interdisciplinary research and become more impactful with, and recognised
by, society in post‐COVID years.
Threats
The short‐term impact of the COVID‐19 pandemic has meant stopping face‐to‐face teaching
and moving on‐line. For business academics this has been a significant issue because
of the considerably greater volume of students who study business both at undergraduate
and postgraduate levels than other disciplines and because of the expected value in
business degrees which often carry higher fees than other subjects. Hence, any perceived
reduction in quality of student experience creates greater demand on staff to excel
in interactive on‐line learning. In the UK, business schools teach 15% of all students,
19% of postgraduates and 31% on non‐EU international students (BAM, 2020). The fact
that business is the most popular subject for international students combined with
the inability of students and staff to travel creates a ‘perfect storm’ of reduction
in income, increased complexity and volume of new work and increased cost. This is
impacting on university budgets. In the UK, it has been estimated losses to the sector
will be £2.5bn and there have been predictions of 30,000 job losses (UCU, 2020). In
Australia, a conservative estimate is a revenue decline between AUS$3 billion and
AUS$4.6 billion with more than 21,000 jobs at risk in the next six months (Universities
Australia, 2020). And in the US many universities are “enacting severe cost‐cutting
and saving measures”, potentially including pay freezes and reductions as well as
job losses (DePietro, 2020).
A potential drop in student numbers has led to financial insecurity, recruitment freezes
and possibly mergers and take‐overs in the sector. We also see research funding increasingly
focusing in STEM (Science, Technology, Engineering and Maths) and health areas which
are regarded as directly relevant to the pandemic and its aftermath. Over the last
10 years, while there has been relatively good nominal growth in research income in
universities across subjects, there has been a real terms reduction of 18% in funding
of business and management research, and within this a decline of 33% of research
funding for business from UK government sources (CABS, 2020). These structural factors
impact on decreasing job security, reduced potential for career development and a
potential imbalance of prioritisation between business and other subjects.
Similarly, learned societies have lost major activities, such as conferences and workshops,
and as a result, their income has reduced dramatically while many costs have stayed
the same. For international organizations as EAWOP and BAM, we had to deal with closed
borders and a cessation of our normal processes of academic collaboration, knowledge
development and capacity building, all of which typically depend on travel, invited
seminars and meetings. In BAM, for example, we had been running around 50 events per
year and our main conference typically has in the region of 1000 participants from
over 50 countries. This year, the physical meeting has been postponed and there is
a loss of publication outcomes for academics. EAWOP has had to cancel all small group
meetings and summer school and is currently seeking to postpone its bi‐annual conference
of 2000 participants.
Opportunities
However, we also see the emergence of new approaches to management education and research,
which might contain the seeds for a future vision for our communities: (1) the move
to on‐line learning may stimulate an increase in blended and more accessible forms
of education to support life‐long learning. Although digital learning environments
have been predicted to disrupt management education for decades, most business schools
have been slow in changing their educational offering; the crisis has forced a shift
from physical to digital in a matter of weeks; (2) teaching styles have had to change
and this may have a lasting effect because social distancing will mean that lectures
and ‘transfer’ styles of teaching will most likely stay online in learning packages
accessible asynchronously by students and the real value will be in the quality of
interaction, practical work and case studies conducted online and in person (Govindarajan
& Srivastava, 2020); (3) COVID‐19 has provided an ‘electric jolt’ to research, with
many academics taking a problem‐oriented approach seeking to address the challenges
associated with COVID‐19. There have long been concerns about an imbalance between
rigour and relevance with incentives being aligned more with scoring an “A‐journal”
publication than adding value to society (cBBRM, 2017). COVID‐19 constitutes a “Grand
Challenge” for society and management research has shown that it has the expertise
and methods to help address such issues (Rudolph et al., 2020); (4) In order to provide
meaningful insights to the COVID‐19 crisis, researchers are starting to conduct research
with business and society instead of about business and society. That is, in COVID‐19
times, studies are being co‐designed by academics and societal actors (e.g., government,
health providers) to aim for the most meaningful results; (5) We see rapid funding,
review and communication of research. In learned societies and the academy more generally,
we are used to research taking years from design to ultimate publication, whereas
now studies have been funded, reviewed and published in a matter of weeks. While we
need to be very cautious that these rapid studies pass the test of rigorous peer‐review,
the new publication model, including making research freely accessible for the public
may be an opportunity, as long as funding through grants or other sources support
research; (6) We see the emergence of large collaborative and interdisciplinary approaches
to solving COVID‐19 problems (Kniffin et al., 2020; Van Bavel et al., 2020). The much‐touted
inter‐ and multi‐disciplinary team approach may be newly invigorated with the pressing
need to understand the health, economic, organizational and psychological consequences
of COVID‐19.
From a Learned Society perspective, while major conferences have been cancelled and
postponed, the BAM conference this year will be ‘in the cloud’ and it is already proving
very popular in advanced registrations. Equally, our in‐person activities have been
replaced with webinars and online meetings. The four which have run so far have had
550 sign ups and participants from over 30 countries. At the same time, our research
grants have increasingly fostered international collaboration, for example with the
Australia and New Zealand Academy of Management and joint seminars are underway with
the Irish Academy of Management. So, as we all move online, there are sometimes increased
opportunities and decreased costs for engaged work across physical boundaries. At
the same time, learned societies such as EAWOP and their academic publications have
initiated dedicated small group meetings, special issues and rapid review calls for
research into COVID‐related management and business research, with a focus on topics
like leadership in times of crisis, working from home, technology and work, virtual
teams, resilience of individuals and organizations, job loss and insecurity, unemployment
and wellbeing and firm strategies for economic recovery (e.g., Kniffin et al., 2020).
A Manifesto
Management research needs to further embrace a problem‐driven approach and seek to
add value to organizations, businesses and society by helping address pressing problems
and grand challenges. This does not need to detract from broader forms of knowledge
development but does challenge us to bring theory and data‐grounded insight into dialogue
with practice (MacIntosh et al., 2017).
Learned societies need to break their disciplinary shackles and seek to develop collaborations
within social sciences and across other disciplines. Team science and multidisciplinary
long‐term programmes of research may provide more impact than solo‐disciplinary approaches.
Management research needs to involve business and societal stakeholders in the research
process, not only as end‐users but as co‐designers of research questions and design.
Knowledge creation will benefit from rapid communication with public access to research
insights, balanced by effective funding for research.
Universities and funders need to make the most of the quality and potential contribution
of business schools in producing collaborative research and educational outcomes and
not see them as sources of internal cross‐subsidies to the extent that they become
depleted.