Search results

Research and innovation are a major national priority in India and are conducted across a diverse group of institutions. While Research Management (RM) activities were previously integrated into researcher and other roles in India, there is now recognition that RM services rendered by professionally trained staff can reduce the administrative burden on researchers, thereby enhancing the ease of doing research. This chapter provides context on the complex higher education and research ecosystem in India, outlines the circumstances leading to the development of RM support at Indian institutions, and highlights the contributions of the India Research Management Initiative in creating a community of practice for RM. The chapter concludes with some projections for the future of RM in India.

The paper seeks to address four key Top Management Team (TMT) demographic characteristics in their relationship with firm performance: age, functional background, educational field, and team tenure. The study extends research on the TMT by explicitly introducing team performance as a new context measured in the form of International Risk Management Factor, in addition to demographic characteristic effects. International Risk Management Factor is developed based on multiple international risks trading off theory. In order to calculate that factor International Risk Management Index is introduced.

In the paper a sample of 212 firms was used, including 4,009 executives; also four hypotheses were tested. The hypotheses were tested using multiple regression analysis.

The findings in this paper support the proposition that top management team is an appropriate unit of study, due to its impact on firm performance. The results indicate that there is a significant correlation between TMT demographic characteristics and firm performance. This study concluded that three of the proposed four TMT demographic characteristics, including age, functional background, and team tenure influence firm performance. Results validate the proposition that TMT demographic characteristics show a significant positive correlation with firm performance, particularly when the accounting measure is applied. In addition, Top Management Team performance was positively correlated to team tenure, suggesting that as team tenure progresses team performance improves.

The paper differs in many features from previous research. Some of the most important aspects include scope of the study, scale of the sample, complexity of the moderated variable, uniqueness of moderated variable operationalization, and innovation in calculating International Risk Management Factor. For the first time, the study focuses exclusively on Top Management Team performance. The concept, which captures complexity of all TMT characteristics, is not included in demographic characteristics of TMT.

Sequel movies are very popular; however, there are limited studies on sequel movie revenue prediction. The purpose of this paper is to propose a sentiment analysis based model for sequel movie revenue prediction and to propose a missing value imputation method for the sequel revenue prediction dataset.

A sequel of a successful movie will most likely also be successful. Therefore, we propose a supervised learning approach in which data are created from sequel movies to predict the box-office revenue of an upcoming sequel. The algorithms used in the prediction are multiple linear regression, support vector machine and multilayer perceptron neural network.

The results show that using four sequel movies in a franchise to predict the box-office revenue of a fifth sequel achieved better prediction than using three sequels, which was also better than using two sequel movies.

The model produced will be beneficial to movie producers and other stakeholders in the movie industry in deciding the viability of producing a movie sequel.

Previous studies do not give priority to sequel movies in movie revenue prediction. Additionally, a new missing value imputation method was introduced. Finally, sequel movie revenue prediction dataset was prepared.

Though sustainable development is widely accepted, its realisation is hampered by numerous factors, many of which are located within the political system. The paper discusses some of these hindrances and the council on sustainable development which is designated to counterbalance and attenuate them. Special attention is given to the council’s functions and tasks, competencies and composition. Also, contradictions of different requirements and the contingencies of day‐to‐day politics are explored. Two existing national councils (USA and Switzerland) are discussed as exemplars. This paper argues that these councils do not have enough competencies and legitimisation to bring about a turn in politics towards sustainable development. Yet, they are a first step to having the idea of sustainable development represented institutionally within the political system.

Historically, academia, typically universities have had two major groups of professionals. One is those who are responsible for teaching and research, including university professors, associate professors, researchers, research assistants, etc. The other is the administrative staff who are responsible for administrative tasks. Both groups have existed since the inception of a university.

As societal expectations of universities have evolved, so has the need for professionals with advanced skills, who are often referred to as Research Managers and Administrators (RMAs) or University Research Administrators (URAs). In Japan, the profession is called URA because it was modelled after the American system in the beginning of its formation. In India, on the other hand, it is often referred to as RMA because of its reference to the United Kingdom. In this chapter, we will use the term RMA as a consistent term. In Asia, the trend of increasing need for this profession has been increasing over the past decade, starting around the 2010s.

This section provides an overview of the history and background that resulted in the current situation surrounding RMAs, as well as a future prospect in the six Asian countries featured in this book: China, India, Japan, Malaysia, Singapore, and Vietnam.

Curiosity is one of the main drivers in reaching out and connecting to colleagues and starting the networking – that is the foundation for establishing an association for Research Managers and Administrators (RMAs). The questions, ‘Why, what, how and when’, with a commitment to drive things forward, together with like-minded people, can transform curiosity into joint actions and movement of a network. While a number of success factors can be identified, alas there is no thorough literature describing how such factors interact or why. Even though all parameters are met, some associations still struggle with moving forward.

Recognising the identity as a research manager and administrator on the individual level enables reaching out to colleagues in the field, in and outside the institution, and nationally as well as abroad. Understanding the institutional environment and the structure of research support is the starting point for reaching out to colleagues.

This chapter will give an overview of the creation process of RMA associations, spanning from the rise of professional networks, as an informal organisation, to the establishment of legal entities, and hence a more formal association. It hopes to provide a meaningful discussion on the process of establishing professional associations despite the scarce literature on the topic (Stolle, 1998).

Product recall messages represent an essential communication tool in crisis situations. Their function is twofold: to provide information of a practical nature regarding the defective product, and the operational process of recalling it, and to defend the reputation of the affected firm. This paper attempts to analyse the structure and the function of product recall messages published in the UK national press, using as points of reference best practice guides published by professional or governmental organisations.