China Research and The Business
School – A New Trajectory
A/Prof Jerry Courvisanos
Dr Qingguo Zhai
A Black Swan Event?
Nassim Nicholas Taleb (2008), The Black Swan: The
Impact of the Highly Improbable, London: Penguin
Standard activity that fits within the ‘uneventful province
of Mediocristan’; is measured, reasonable and driven by
the mediocre, the average, the middle-of-the-road. This
path is well trodden and UB will always be at ‘the end of
the line’ with this activity.
Non-standard activity in ‘Black Swan-generating province
of Extremistan’; it is the outlier, the highly improbable
that changes the rules/operations and be ‘ahead of the
curve’…this session is about generating non-standard
research activity…the door has been opened for us…
The visit to Chinese universities
Jerry and Qingguo visited four universities in northeastern China, 10-13 September 2012
All four universities had prior connections and visits
with UB and The Business School (TBS)
• Harbin Institute of Technology (HIT): research only
• Dalian University of Technology (DUT): research only
• Dalian Nationalities University (DNU): articulation in
undergraduate courses and research
• Dalian University of Foreign Languages (DUFL):
teaching undergraduate partner and research
The Chinese partner universities
Researchers that we met
• HIT (C9): Group of top nine in China, with strength in
management, applied economics, accounting
• DUT (985): Group of top 38 in China, with strength in
innovation policy
• DNU: Strength in regional development
• DUFL: Strength in marketing and tourism
DNU and DUFL are both quality universities and their
research discipline areas are different from that of
HIT and DUT
All the researchers were very keen to collaborate
Chinese researchers
• HIT: Most young experienced researchers
• DUT: Senior researchers
• DNU: Senior researchers and centre for
region-based sustainable development
• DUFL: Many young experienced researchers
and PhD students
Most can speak good English, some with NNSF
grant (equivalent to ARC) and publications in
refereed English journals
Why research?
• Not a “university” without research
• As partner providers, it is in your interest to have
the title University in your promotional material
• The Business School is part of a small university,
but has a very extensive global teaching
partnership
• This is its strength – using the financial and
human resources from this teaching model to
develop its research agenda, which supports the
university’s strategic research plan
How is research done?
• Enrol and graduate Higher Degree Students (HDR)
– Masters and PhD research degrees – in timely
manner
• Publish peer-reviewed studies in books, journals
and conference papers
• Apply and be successful with competitive grants
on research issues of international, national and
regional importance
• Engage the wider community in informing,
educating and applying research findings
How can providers collaborate on
research?
• Identify students that are distinguished in their studies,
have a passion for learning and a deep motivation for
inquiry and curiosity – such students are the backbone
of any institutions that aspires to retain the name
University in their programs
• Then, enrol these students into our HDR programme
• Identify teaching staff who are also motivated by
inquiry and/or an academic career path – enrol them
into our HDR programme
• Have staff with PhDs and expertise to register as cosupervisors, so that can supervise HDRs, especially
your own students in your partner institution
How can providers collaborate on
research?
• Staff be involved in research through assisting
TBS research staff to conduct and analyse, via
providing respondents or helping with technical
work like statistics or coding of data
• Staff engage with results through teaching the
new findings, applying results, and showing
practical ways in which such research can be best
implemented
• Staff with research experience to work with TBS
research staff on issues of mutual interest or
concern
Why Chinese researchers are
interested in joint research
• Keen to have discourse on their knowledge
areas with Western discipline experts
• Programmatic research support around teams
that encourage collaborations
• Joint research is more efficient than doing
everything by oneself
• Based on 1+1 > 2 (joint research);
whereas, 0.8 and 0.8 = 0 (do it separately)
Why Chinese universities are
interested in UB
• Trust in individuals and trust in UB (we have told
them UB and TBS is serious about research
collaborations…doors have been opened for us)
• UB and TBS senior staff (Rowena, Mike, Bob, Sam,
Jerry, and Qingguo) have visited these universities
many times. We know each other well, and have
agreements with all of them
• We have provided detailed information about our
research and suggested possible joint research
models which they could see add value
The benefit to Chinese universities
• Research publications: More publications with
UB staff (Chinese universities require young staff to
publish SSCI journal articles, citation impact in
English journals)
• Overseas experience: Not many have strong
ties with overseas universities (At least three
months overseas experience is required for young
staff to progress)
• NNSF grant: Research record improved by
overseas collaborations (ARC-equivalent grants at
national level required for the young staff)
The benefits to UB
• Joint publication: Working with experienced Chinese
researchers with good English, on important issues
arising from new economic powerhouse economy
• Citation rates: Increase significantly if publishing with
experienced international authors
• Grant application: Research record with Chinese
collaboration increases potential success
• Internationalisation: Working closely with Chinese
counterparts to transfer research for wider application
• Other components of China program: joint program,
articulation, staff exchange, student exchange, etc.
Research collaboration models
Each of the universities are seeking different forms of
collaboration:
• DUT: Direct exchange of CVs to see if there is good fit
on topics and approaches
• DUT: Specific seminar on innovation from various
perspectives, held at UB with DUT staff
• DNU: Staff exchange and two Centres link; based on
regional development and modelling
• DUFL: Tourism and marketing groups to engage in
discussions on overlap topic areas
Common interests in research?
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Corporate governance
Accounting and financial – links to real estate, construction
CSR and value
Innovation – economics, management, regional links,
knowledge transfer
Tourism – marketing/promotion, management, economics
Marketing in China
International trade
Regional development and modelling
Price volatility in energy market
Indigenous minorities – history, region, access
A New Trajectory
This collaboration is to take a different path
Very different to our research ‘collaboration’ with
Shenzhen Polytechnic (SZPT), where:
• Set up by top management, with ‘leaders asked’ to work
with unknown & untried researchers
• No bottom-up matching of interest and issues
• SZPT researchers lacked time (high teaching loads),
skills, English and clear methodological clarity
This time, seek bottom-up initial interest with follow-up.
Universities with deep research skills, time & funds to do it
The DUT model of research
collaboration
• There are many modes that partners can adopt to
collaborate on research with TBS
• But, how can such diverse research modes be
actioned? What is the process and basic steps
needed to get to such collaboration?
• Each partner institution has its only unique set of
staff, students and culture, so there is no one same
process on how to collaborate
• The DUT model is one that is working well, and
serves as a case study
History of DUT-UB research
collaboration
• MOU (Memorandum of Agreement) signed by Dalian University
of Technology (DUT) and UB on joint teaching and research
activities (Visit by DVC Prof. Rowena Coutts late 2011)
• On the invitation of DUT, Jerry Courvisanos and Qingguo Zhai
visit 12 September 2012 to DUT Faculty of Management and
Economics – discuss research opportunities; identify possible
areas related to innovation and business studies
• Prof. XP leads six-person research team to UB 18-19 February
2013 – develop research themes in presentations/workshops
• Visit to UB in March 2013 by DUT senior delegation, with Dean
of the Faculty of Management and Economics, Prof. Chen:
Discussion with ADR on research collaboration progress
History of DUT-UB research
collaboration
• Jerry Courvisanos leads six-person research team (staff and one
PhD student) to DUT 3-7 June 2013:
 work in small workshops with Faculty of Management and
Economics staff and HDR students on prior identified
research projects;
 presentations by Jerry and Qingguo on effective conduct of
research
 presentations by DUT faculty staff on research work
• Currently all six UB team working with DUT staff and students on
research projects in various stages of completion, from
submission to ideation
DUT-UB business research projects
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Chinese internet security and culture
Chinese mining company case study
Innovation policy comparison China and Australia
China as new entrant in aviation industry
Haier reverse innovation process
Citation mapping and innovation
Operation of eco-industry parks
Business model of energy saving cars
Ecologically responsible behaviour intention of bicycle riders in
Melbourne
• Educational experience of international students studying at DUT
Basis for DUT-UB collaboration
DUT Faculty of Management and Economics
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solid empirical research culture (e.g. case studies, SEM)
large research staff with many PhD students
strong research grant success related to innovation/manag’t
pressure to publish in top English language journals
NNSF grants applications improve with overseas collaborations
UB The Business School
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emphasis on theory-driven research (focused literature review)
small research-intensive staff
innovation management one core research theme
need to broaden research effort internationally and China as
emerging nation is a central concern to the West
Research plan at the school level
• Step 1
– Match researchers on both sides – ADR and Q
– DUT (with HIT involvement) and TBS at UB
Research seminar in February 2013 – ADR and Q
• Step 2
– Staff dialogue to find mutual interest areas
– ADR to monitor developments, Q to facilitate if
needed
Research plan at the school level
• Step 3
– Research proposals submitted to ADR and Q
– Timetable for proposal and staff loads arranged
with ADR and via Q to Chinese university
• Step 4
– Seek funding and other support (e.g. RA
sessionals), if required
– Appoint project manager to ensure tasks
completed
Research plan at the school level
• Step 5
– Staff exchanges, with guest talks and facilitation of
research
– Research conducted and drafts produced (may
seek support from Q, if needed)
• Step 6
– Seminar presentations in both China and UB
– Submission of papers and working on follow grant
applications (research outcomes)
Support from the school on China side
• Chinese university will support their staff to
visit UB for joint research
– Some staff can use their research grants to visit
UB
– Chinese university support their visit to UB
• Research grant applications in China with TBS
staff included (based on prior track record
established)
Support from the school UB side
• Organise seminars and other activities for
Chinese researchers to be involved at UB
• Provide visiting scholar status and facilities for
Chinese researchers to stay at TBS
• Support TBS staff to visit Chinese university
(e.g. teaching relief, airfares)
• Assist early collaborative research project with
seed funding
• Provide funds for editing papers when ready
TBS staff feedback
• Is such Chinese collaboration a viable and attractive
research option to staff, or just a waste of precious
research time better used by TBS researchers in their
own way?
• If such collaboration is viable, is the prior outline a
good approach or are there other/better approaches
to collaboration?
• Should ADR approach TBS research active staff with
CVs of relevant Chinese researchers now?
• How to start dialogue and meaningful discussion
with Chinese counterparts?
TBS staff feedback
• Is such Chinese collaboration a viable and attractive
research option to staff, or just a waste of precious
research time better used by TBS researchers in their
own way?
• If such collaboration is viable, is the prior outline a
good approach or are there other/better approaches
to collaboration?
• Should ADR approach TBS research active staff with
CVs of relevant Chinese researchers now?
• How to start dialogue and meaningful discussion
with Chinese counterparts?
Future paths for DUT-UB collaboration
• TBS seed funding for new projects
• Research grant applications in China and Australia
with staff from DUT-UB
• Staff exchanges as visiting scholars
• Keynote speakers for conferences in each other’s
networks
• Seminars, workshops and conferences organised
across institutions
• Student visits, exchanges and joint supervisions
• Production of joint publications (edited books)
TBS staff feedback
Where to from here?