Ted rogers school of management - Ryerson University SRC... · Design, Culture, & Creative...

TRSM SRC Strategic Plan 2015-2019 | November 2015

TED ROGERS SCHOOL OF MANAGEMENT

Scholarly Research and Creative Activity Strategic Plan

November 2015

2015-2019


Table of Contents List of Figures ......................................................................................................................................................... ii 1. Introduction ....................................................................................................................................................... 1

1.1. Vision and Mission ................................................................................................................................... 1

2. Planning Framework ...................................................................................................................................... 2

3. TRSM Context..................................................................................................................................................... 4

3.1. TRSM Research Centres, Institutes, and Labs ............................................................................... 5

4. Areas for Research ........................................................................................................................................... 5

4.1. Strategic Areas .......................................................................................................................................... 6

4.2. Emerging Areas ......................................................................................................................................... 6

4.3. Unique Context Areas ............................................................................................................................. 7

5. Faculty Strategic Research Goals ............................................................................................................... 8

5.1. Capacity - to enhance research capacity in TRSM ....................................................................... 8

5.2. Reputation - to enhance the research reputation of TRSM .................................................. 10

5.3. Partnerships - to enhance the partnerships and collaborations of TRSM ...................... 11

5.4. Productivity - to enhance the productivity of TRSM researchers ...................................... 12

6. Strategies and Progress Indicators ......................................................................................................... 13

Appendix A: Mapping of TRSM Research Centres/Institutes/Labs to Ryerson Research Themes ................................................................................................................................................................... 14

Appendix B: Mapping of TRSM Schools and Departments to Ryerson Research Themes .... 17

Appendix C: Australian Business Deans Council Journal Quality List 2013 (Separate Cover) ................................................................................................................................................................................... 19

Appendix D: TRSM Scholarly Publications 2010 - 2015 ..................................................................... 20

Appendix E: TRSM Research Funding 2011 - 2015 .............................................................................. 21

Appendix F: Faculty Sufficiency and Qualifications .............................................................................. 22

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List of Figures Figure 1: Planning Framework ........................................................................................................................ 2 Figure 2: Input and Consultation Process ................................................................................................... 3

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1. Introduction Ryerson’s academic plan, “Our Time to Lead”, challenges us to become one of Canada’s top 10 non-medical research universities by increasing our SRC intensity and impact. The plan’s priority areas, as well as its eight strategic research themes - Digital Media & Technology; Energy & Sustainability; Health & Well-Being; City Building & Social Justice; Design, Culture, & Creative Industries; Management, Entrepreneurship, & Competitiveness, Teaching & Learning for the New Economy; and Technological & Industrial Innovation - are highly suited to our School’s areas of strength and position us to be a key contributor to Ryerson University’s goals. From our newly initiated joint research program with Hong Kong Polytechnic University to the re-launch of the Master of Science in Management degree to the Ted Rogers School of Management’s partnership with the Toronto Regional Board of Trade, the Ted Rogers School of Management is poised for strategic research growth and to do so through multiple paths of faculty, student, and community engagement. The intent of Ted Rogers School of Management’s Scholarly Research and Creative Activity (SRC) Plan 2015 – 2019 is to provide a framework for our Faculty to establish priorities, set goals, and choose tactics to contribute to Ryerson University’s strategic research priorities and TRSM’s Academic Plan. Our overarching goal is to Increase SRC Excellence, Intensity and Impact in a manner that honours the legacy of TRSM and Ryerson, and reflects the current state and future aspirations of becoming a top comprehensive university. As a Faculty level framework, the research plan provides direction for departments and schools, centres and institutes, and individual faculty members to consider SRC activities that will contribute to reaching our SRC goals. The Plan will inform decisions on current and future resource planning and allocation. While the time line is four years, it is a living document meant to reflect the dynamic SRC landscape, opportunities, and faculty complement.

1.1. Vision and Mission TRSM Vision Shaping diverse global leaders through experiential education that is practical, innovative and socially conscious. TRSM Mission The Ted Rogers School of Management seeks to provide students with a unique and innovative learning experience in a vibrant urban environment, combining critical reflection and practical skills. We shape socially conscious leaders with an entrepreneurial orientation and we promote impactful research that has local, national and global relevance.

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The vision and mission for TRSM articulate our distinctive brand and differentiate us from other business schools and so should our research and graduate programs. In response to the question - what is the ideal future state we are trying to create? – a research vision statement is offered. TRSM is a recognized leader in societally relevant, rigorous research with local, national, and global impact. A main opportunity for TRSM rests on positioning our diversity and unique composition as a strength and our faculty as thought leaders with professional relevance and research competence. This plan serves as a vehicle to guide TRSM toward achieving that vision.

2. Planning Framework This initial plan has been developed using the following sources:

• Ryerson University Academic Plan – “Our Time to Lead” • TRSM Academic Plan • Department/School Research Plans • TRSM Centres/Institutes Annual Reports • AACSB Accreditation Standards

These sources provided guidance on University research priority theme areas, TRSM’s goals related to SRC engagement and enhancement, faculty members’ areas of interest, our current research capacity, and foci of our research centres/institutes/labs.

Figure 1: Planning Framework

TRSM Research Plan

Accreditation Bodies

Dept/School Centres/Institute

SRC Plans/Activities

Ryerson Academic Plan

TRSM Academic Plan

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With Ryerson’s eight strategic research themes set through to 2019, our department/school and research centres/institutes/labs areas of research focus were mapped against the themes of: City Building and Social Justice; Design, Culture and Creative Industries; Digital Media and Technology; Energy and Sustainability; Health and Well-Being; Management, Entrepreneurship and Competitiveness; Teaching and Learning for the New Economy; and Technological and Industrial Innovation. See Appendices A and B. Feedback from chairs/directors, centres/institutes, TRSM’s SRC Committee, and faculty members informed the plan. Its release will guide refinement of annual SRC plans and activities at the individual, school/department, centre/institute, and faculty level. The arrows in Figure 2 represent this continuous flow of input from the various stakeholders. In this way, the TRSM Research Plan exists as a living document that is evaluated and refreshed throughout its four year time span. See Figure 2.

Figure 2: Input and Consultation Process

Faculty members

Depts/ Schools

Centres/ Institutes

SRC Committee

Research Plan

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3. TRSM Context The research culture of TRSM is evolving quickly. We are a unique School based on polytechnic roots, where research was introduced and added to job responsibilities in a fairly recent and rapid fashion. It is the infusion of research and its link to evidence-based teaching and graduate programs that differentiates us from colleges now offering four-year degrees. TRSM believes research excellence can be achieved through increases in research capacity, productivity, and in the reputation of our faculty members. It is understood that a strong research faculty must be supported by substantial resources in the form of funding, support services, and skills development opportunities. In accordance with our overall Academic Plan, the TRSM Research Plan positions our research as more practically focused than any other comprehensive business school in Canada and recognizes that research informs teaching and needs to be made relevant to students. Our research must also reach leaders in industry, government, and not for profit sectors, while its relevance must continue to enhance our city building reputation. TRSM faculty members have research competence in areas not traditionally seen in business schools, which has led us to succeed in securing funding from all three Tri-Council agencies – SSHRC, NSERC, and CIHR. In particular, our work strives to address societal need in Canada and globally in areas that range across social innovation and entrepreneurship, sustainability and social responsibility, internationalization success of SMEs, diversity in organizations and on boards, as well as long term care, inclusive design, moral motivation, law and privacy, social media network analysis, and information technology influences on retail and hospitality and tourism sectors to name but a few. Many exciting activities and advances in research happen at the intersections between fields. Our academic diversity means that we have more intersections (and therefore opportunities) than most. This array of research combined with our solid ties to industry and community partners foster exciting opportunities for involvement in diverse areas of scholarship and practice, and advance management knowledge to make a difference at home and abroad. Graduate students and research-based degrees contribute greatly to the research culture at universities. With our two MBA programs nearing their 10th anniversary, a re-launching of a thesis based master’s degree – Master of Science in Management in 2015, and aspirations for a doctoral program in the future, in this regard, TRSM is in its early stages of research development. Growth and development of these programs will reduce reliance on graduate students from programs elsewhere on campus and other universities, enhance faculty research, and assist in retention of faculty. Active research and graduate programs contribute to Business School reputational rankings. The opportunity for an increased number of graduate students to be physically present in the hallways of TRSM and as graduate assistants in undergraduate courses will elevate the conversation levels about research and heighten awareness of research activities. An active research environment and graduate programs go together, particularly doctoral programs. Strategic enrolment management to adjust the undergraduate to graduate student numbers ratio in TRSM and the establishment of a doctoral program are important strategic objectives.

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3.1. TRSM Research Centres, Institutes, and Labs TRSM is home to 15 research centres/institutes/labs:

• Canada-China Institute for Business & Development • Centre for Labour Management Relations • Centre for the Study of Commercial Activity (University Level Centre housed in

TRSM) • Centre for Voluntary Sector Studies • Diversity Institute

o Global Diversity Exchange • Entrepreneurship Research Institute • Inclusive Media & Design Centre • Institute for Innovation & Technology Management • Institute for Study of Corporate Social Responsibility • Institute for Hospitality & Tourism Research • Pension Innovation Research Centre • Privacy & Cyber Crime Institute • Social Media Lab • Ted Rogers Leadership Centre

These organizations operate under a variety of models, with varying approaches to membership, and research foci. They provide important connections to industry and community partners and have produced an extraordinary number of research contributions ranging from peer reviewed publications to international conferences with world renowned speakers. These organizations contribute to the reputation of TRSM and the credibility of our work through their collective enterprises. TRSM is currently accredited by AACSB and is seeking re-accreditation in 2016/17. Attaining and maintaining such accreditations requires reaching standards of performance and professional relevance across all academic areas, especially research. Progress and continuous improvement are expectations for accreditation. Each of the matters above needs to be taken into consideration as they have significant impact on the nature and degree of SRC activity at TRSM and the resources and strategies needed to bridge the gap between where we are now and where we want to go in the future as outlined in this plan.

4. Areas for Research A faculty level research plan requires ongoing conversation around what TRSM does or could do well, including synergistic areas and themes, along with what we want to be known for as a faculty of management/business school. The Research Plan takes into

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account the context in which TRSM operates and sets our course for the near future as it relates to areas of study for research and research training, faculty level research goals, tactics to attain goals, and indicators of progress to measure our performance. To address the question of where we are now and where we want to go in the future, the Areas for Research identified in this section are meant to ensure “4 Cs”: Convergence with mission, Critical mass of researchers, Capacity to deliver, and Connection of SRC to teaching, service, industry, and society. The distilling of the plan inputs and assessments of our context described in this document lead to the identification of three categories of our SRC that we need to recognize, value, and foster. These are: Strategic Areas; Emerging Areas; and Unique Context Areas.

4.1. Strategic Areas Strategic areas are where we currently have capacity and critical mass with researchers across departments/schools and disciplinary/professional perspectives studying the same topic and advancing management scholarship in areas that strongly link to Ryerson’s priority research themes and TRSM’s mission. Based on our current SRC, our Academic Plan, and Ryerson’s 8 priority research areas, proposed Strategic Areas are:

• digital media & information technology • corporate social responsibility • sustainability • labour/diversity, and social justice • corporate/organization governance, and • entrepreneurship/innovation.

These research areas extend across TRSM schools/departments, centres/institutes, curricula, service, and alliances thereby supporting this designation. In the immediate term, increased attention to Strategic Areas will serve to amplify TRSM’s profile and reputation in these fields of research and will assist in the branding, communication, and profile of TRSM.

4.2. Emerging Areas Emerging areas point to where we want to grow capacity and critical mass – where there currently exists some expertise with a need to foster it in a planned and tactical fashion based on our Academic Plan. Attention to their development is short to medium term. Emerging areas are intended to build up strength to support research, teaching, and service to community goals.

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Based on our current SRC, our Academic Plan, and Ryerson’s 8 priority research areas, proposed Emerging Areas are:

• leadership • ethics • international/global business • business analytics • urbanization (e.g., transportation, real estate) • privacy • consumer insights and services • management education • corporate accounting/finance • pensions and investments, and • energy finance and public private partnerships.

The expertise and/or bench strength in these areas of importance to TRSM is viewed as new and/or emerging, and should be supported to build out research, curricula, service, and alliances. This will assist in positioning TRSM, beyond high profile individual researchers and scholars, as a recognized contributor to research and practice in these areas.

4.3. Unique Context Areas Unique context areas represent application of the strategic and emerging research themes in fields that illustrate the diversity of scholarship that makes TRSM unique among business schools. Based on our current SRC and the Academic Plan, examples of Unique Context Areas in TRSM include but are not limited to:

• inclusive media and design • law • civil society • health • tourism and hospitality • sport • retail, and • taxation.

These unique context areas are important to creating differentiated positioning of research at TRSM as they profile the breadth of expertise in TRSM and the contributions of our faculty researchers to scholarship and practice in areas that in many cases are beyond what might be expected within the realm of a more traditional business school.

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5. Faculty Strategic Research Goals To support the strategic, emerging, and unique context areas and work toward the vision set forth in this plan, TRSM strategic level research goals are organized under the categories of capacity, reputation, partnerships, and productivity. It is recognized that these goal areas are inter-related and that strategies and activities undertaken can contribute to multiple goals. Short, medium, and longer term strategies and performance indicators at the faculty and school/department level are required to achieve these 12 overarching strategic level goals.

5.1. Capacity - to enhance research capacity in TRSM GOAL 1: Develop and retain a highly qualified faculty complement to maintain and/or build capacity in our strategic and emerging areas of research

People are a significant resource and investment for TRSM. It is imperative to attract and retain high-quality faculty and align recruitment with research theme areas as well as curriculum needs. Strategies/Actions:

• Reinforce SRC as an essential component in hiring, tenure, and promotion recommendations

• Promote diverse and quality hiring through extensive external searches • Provide start-up funding and access to research space as required for all new hires • Consider innovative course design and scheduling to allow uninterrupted time for

research

GOAL 2: Participate in the training of highly qualified personnel (graduate students, post-docs) and engage undergraduate students in research experiences Active research cultures require student engagement in research, particularly graduate students. The TRSM Academic Plan supports the expansion of graduate programs and exposing our undergraduates to research opportunities. Strategies/Actions:

• Secure funding for research stipends and scholarships to recruit highly qualified graduate students capable of conducting and supporting advanced scholarly work

• Investigate doctoral degree options • Include research experiences as part of undergraduate curriculum • Match faculty research expertise to undergraduate and graduate course

assignments • Expand graduate program offerings through Professional Master’s Diplomas

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• Use TRSM Unique Context Areas to differentiate our MScM and recruit graduate students

GOAL 3: Create a research culture where mentoring takes place in both formal and informal ways, and where faculty are coached in how to produce the very best output that reflects their core strengths Initiatives in support of faculty development need to align with various career stages and assist with achieving success in traditional and innovative scholarly contributions. Strategies/Actions:

• Facilitate peer and professional support relevant to identified researcher needs (e.g., responding to reviewers, statistical consulting, proposal development, etc.)

• Provide seed funding streams to develop research capacity • Connect TRSM faculty with opportunities and services (web, ovprinet, workshops,

seminars) to foster SRC success GOAL 4: Assess, engage, and utilize the skills and efforts of our research institutes and centres and strategically position them to reap maximum benefit Since the Research Centres/Institutes/Labs of TRSM will play an important role in the achievement of our research goals, the TRSM Academic plan notes the need to better assess and engage these centres in the fibre of TRSM. Strategies/Actions:

• Establish a research institute/centre/lab directors network • Develop and implement a periodic review process for internal research

institutes/centres to assess contributions toward TRSM SRC goals and research theme areas

• Align the creation, development, and activities of institutes/centres/labs with the research theme areas

• Track aggregate performance of research institutes and centres (e.g. participation rates, funding, SRC outputs, knowledge mobilization, reputation)

• Increase the number of TRSM faculty involved with a research centre/institute/lab

GOAL 5: Ensure ease of access to resources and support programs aimed at facilitating research activity. Our administrative structures, processes and services need to ensure ongoing effective and efficient use of university assets, while supporting SRC activity, and enhanced space utilization. Increased presence/prominence of research space will contribute to an enhanced research culture.

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Strategies/Actions:

• Conduct a research space audit and inventory of current equipment/infrastructure to identify needs and develop proposals for securing additional space/equipment as required

• Facilitate access to/sharing of databases • Secure matching funds when required by grant agencies • Provide support for building researcher profiles (e.g., through websites, social

media, Google Scholar)

5.2. Reputation - to enhance the research reputation of TRSM GOAL 6: Attract high quality students, faculty, and partners The Ryerson Academic Plan and the OVPRI state this specific goal and hence it is repeated here, although it can be considered as sub-goal to support our other goals and the overarching aim to promote excellence of TRSM researchers and establish ourselves as recognized leaders. Enhancing reputation, knowledge dissemination, and profiling our work and researchers are critical to this goal. Strategies/Actions:

• Support increased research dissemination through traditional and non-traditional channels, and publicize the SRC achievements of Ryerson faculty and students

• Proactively identify award candidates and support nominations for available research awards

• Support participation in highly regarded academic conferences, academic societies, and journal editorship, visiting scholar programs

• Engage a research communications specialist to assist in the promotion of research accomplishments of faculty members and students via various communication vehicles (e.g. website, newsletter, annual research report)

• Develop and implement international exchange agreements for graduate students and faculty

GOAL 7: Promote the relevance of our research to practice and ensure it reaches leaders in industry, government, and not for profit sectors, the general public and that it contributes to community building and drives innovation The TRSM Academic Plan positions our research as more practically focused than any other comprehensive business school in Canada, so our research needs to reach leaders in private, public, and not for profit sectors. This goal presents an opportunity to amplify our profile in strategic areas of strength (e.g., digital media/IT, CSR, sustainability, corporate governance, labour/diversity, entrepreneurship/innovation) with influential non-academic audiences such as professional associations.

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Strategies/Actions:

• Capitalize on the connections and networks formed by the research institutes/centres/labs to enhance the reputation of TRSM and ensure co-branding of TRSM with research institutes/centres/labs

• Initiate a Dean’s Speaker Series for industry leaders to highlight Strategic Areas • Hold TRSM annual conference focusing on one Strategic Area each year (e.g. CSR in

2015-16) • Capitalize on Toronto Region Board of Trade partnership; Deans’ and other

Advisory boards • Expand commercialization, knowledge translation and mobilization capacity of

researchers and the University • Support increased research dissemination through non-traditional channels (e.g.

policy papers, public hearings, law/statute reviews) GOAL 8: Recognize research excellence By recognizing research excellence and acknowledging our researchers’ achievements, TRSM signals their importance to our School, the University, the academy, and society. Establishing faculty and school/department level awards provides building blocks for university level awards, and ultimately national and international awards and recognitions. Strategies/Actions:

• Add faculty research awards/recognitions – (e.g., “A level” journals, department/ school “director’s/chair’s research award”)

• Dedicate greater “display space” for research and research awards • Connect researchers to media • Source funding for research chairs in select Strategic/Emerging Areas

5.3. Partnerships - to enhance the partnerships and collaborations of TRSM While many researchers are active in partnerships driven by their individual SRC agendas, TRSM should work to facilitate connections to build capacity and reputation in identified Strategic and Emerging Research Areas within and external to the University. GOAL 9: Expand SRC partnerships and sponsored research with industry, government, and community organizations as well as with other academic institutions, locally, nationally and internationally Strategies/Actions

• Identify and initiate formal partnerships with appropriate institutional partners

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• Fund, organize, and implement activities and programs that facilitate joint research projects between faculty and graduate students of TRSM and partner institutions

• Conduct international outreach, missions, activities, and exchanges • Facilitate and encourage the production of reports to industry by faculty members

based on their research findings • Engage the research centres/institutes/labs in expanding and building upon their

existing relationships with industry, government, and not-for-profit partners

GOAL 10: Strengthen collaborations within TRSM and across Ryerson University Strategies/Actions:

• Develop initiatives that support inter-departmental and inter-faculty cooperative research

• Encourage the development of cross-disciplinary research project proposals and provide necessary assistance and support

5.4. Productivity - to enhance the productivity of TRSM researchers GOAL 11: Increase participation rates in research activities, peer reviewed articles, and knowledge mobilization With the diversity in ways of knowing and conduct of research across TRSM faculty’s disciplines, no single list of recommended or recognized journals is fully comprehensive and specialist journals that may not be highly ranked can still be influential in a particular area/field. Faculty members are encouraged, though not required, to aim for top-tier journals in their fields, by consulting for example, the Australian Business Deans Council (ABDC) Publications Quality List (Appendix C), Association of Business Schools (ABS) Journal Guide or a comparable list in the field of specialization (e.g. Washington and Lee List for Law and Business). The intent is not to be definitive with the ABDC list but to educate and communicate about journal quality such that faculty make informed choices about where to publish. Strategies/Actions:

• Provide a range of supports suited to researchers at every stage of the research process (e.g. workshops on responding to reviewers, analysis techniques, etc.)

• Provide a range of supports suited to researchers’ stage of careers (e.g., transitioning from administration back to research, how to create a research portfolio)

• Organize and facilitate peer and professional support to provide venues for discussion of early drafts, editorial assistance, guidance on appropriate journals for publication

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GOAL 12: Increase the number and value of external research grants applied for and secured by faculty members TRSM working in collaboration with the OVPRI must continue to pro-actively identify faculty members eligible for tri-council/external funding calls, encourage their applications, and provide them with individual assistance in preparing grant proposals for submission. It is also important to increase the percentage (distribution) of faculty with externally funded and adjudicated grants. Strategies/Actions:

• Organize and conduct workshops/information sessions on preparing high quality grant proposals

• Encourage new tenure stream hires to apply for tri-council funding within their first two years

• Monitor applications submitted and follow-up with unsuccessful applicants to determine what assistance is needed for future success

• Increase the number of TRSM researchers on grant selection committees to build understanding of how the funding processes work and strengthen capacity for mentorship on grant applications

6. Strategies and Progress Indicators The faculty level goals and suggested strategies and actions, although organized under the categories of capacity, reputation, partnerships, and productivity, are highly inter-related. Indicators of progress toward these goals will be a compilation of indicators from our Academic Plan (some originate from UPO, MTCU) and from the OVPRI. These indicators are both internally and externally focused. Examples of internally focused indicators include participation at research seminars; activities of the research centers/institutes; faculty members attending funding/proposal writing workshops; creation of research chairs and MoUs; and submissions to top tier journals and funding agencies. Examples of externally focused indicators include peer-reviewed/scholarly publications, external grant funding, HQP training and graduate student supervision, awards/recognitions, and consider both quantity and quality. Indicators of progress will recognize our TRSM mission and research vision to be both rigorous in our research and relevant to society, and as such will include a variety of measures and outlets that reflect academic scholarship and contributions to practice. Each department and school, as part of their research plans, will need to set their progress indicators based on the goals of this plan, drawing from the examples provided above, and the unique context and disciplines in which they operate.

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Appendix A: Mapping of TRSM Research Centres/Institutes/Labs to Ryerson Research Themes

TRSM’s 15 research centres/institutes/labs engage in a wide range of scholarly research and creative activity that spans all eight of Ryerson’s priority research themes. Most of the institutes/centres/labs contribute to Management, Entrepreneurship, and Competitiveness scholarship, reflecting their home within a business school. City Building & Social Justice; Teaching & Learning for the New Economy; and Digital Media & Technology are other core areas in which a majority of the centres/institutes/labs focus their research efforts. Important contributions to Design, Culture, & Creative Industries; Energy & Sustainability; Technological & Industrial Innovation; and Health & Well Being are made by close to half of the research centres/institutes/labs respectively. A mapping of each research centre/institute/lab to Ryerson’s eight priority research themes is below. The alignments are not definitive and are based on an assessment undertaken during the creation of this Plan. Research centre/institute/lab contributions to the University’s priority research areas will continue to evolve over time as research institute/centre/lab priorities change and/or are further developed.

Research Centre/Institute/Lab Contributions to Ryerson Priority Research Themes

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Canada-China Inst. for Business & Devt.

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Centre for the Study of Comm. Activity

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Centre for Volun-tary Sector Studies

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Diversity Institute/Global Diversity Exchange

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Entrepreneurship Research Institute

X X

X X X

Inclusive Media & Design Centre

X X X

X X X X

Inst. for Inno-vation & Tech. Mgmt.

X

X X X

Inst. for Study of CSR

X

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Inst. for Hosp. & Tourism Research

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Pension Innov. Research Centre

X X X

Privacy & Cyber Crime Institute

X X X X X X X

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Social Media Lab

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Ted Rogers Leader-ship Centre

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Appendix B: Mapping of TRSM Schools and Departments to Ryerson Research Themes

TRSM’s 12 schools/departments represent a multitude of disciplines, including traditional business areas as well as those not typically found in management schools. This diversity of research competence differentiates TRSM from other business schools, providing ample opportunity for inter- and cross-disciplinary research and for the application of management knowledge/perspectives in many fields of study. Accordingly, the schools/departments that comprise TRSM contribute to scholarship in all eight of Ryerson’s priority research areas. Almost all of the schools/departments conduct research related to Management, Entrepreneurship, and Competitiveness, with a majority also committed to knowledge generation in the areas of Teaching & Learning for the New Economy and City Building & Social Justice. Half of the schools/departments enhance scholarship in Digital Media & Technology; Design, Culture & Creative Industries; Energy & Sustainability; and Health & Well-Being respectively. Technological & Industrial Innovation research is conducted in four schools/departments. A mapping of each school/department to Ryerson’s eight priority research themes is below. The alignments are not definitive and are based on an assessment undertaken during the creation of this plan. School/department contributions to the University’s priority research areas will continue to evolve over time as school/department priorities change and/or are further developed.

TRSM School and Department Contributions to Ryerson Priority Research Themes

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Accounting X X X Entreprene-urship & Strategy

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Finance X X X Global Mgmt. Studies

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Health Services Mgmt.

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Hosp. & Tourism Mgmt.

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HR Mgmt. & Org. Behaviour

X X

X X X

IT Mgmt. X X X X X X X X

Law & Business X X X X X X Marketing Mgmt. X X X X X X X

Real Estate Mgmt. X X X X Retail Mgmt. X X X X X

18


Appendix C: Australian Business Deans Council Journal Quality List 2013 (Separate Cover)

19


Appendix D: TRSM Scholarly Publications 2010 - 2015

Summary of TRSM Intellectual Contributions (2010 - 2015*)

School/Department

PRJs

Repo

rts

Scho

larly

Boo

ks

Scho

larly

Cha

pter

s Te

xtbo

oks

Book

Rev

iew

s Co

nfer

ence

Pro

ceed

ings

Scho

larly

Pre

sent

atio

ns

Rese

arch

Sem

inar

s

Trad

e Jo

urna

l Art

icle

s Ca

ses

Soft

war

e Pu

blic

Cur

ricul

um

Teac

hing

Mat

eria

ls

Oth

er

ACC 32 5 56 3 1 ENT 56 9 4 13 4 47 39 4 2 4 57 FIN 28 2 3 9 53 6 2 3 GMS 76 6 5 18 2 52 62 11 2 1 1 4 HROB 41 7 11 3 3 3 59 17 1 11 HSM 16 1 2 7 2 34 HTM 43 14 3 17 1 2 48 43 5 2 2 4 1 28 ITM 120 34 4 23 77 112 8 5 55 LAW 38 11 1 10 4 3 13 44 14 6 54 MKT 55 15 9 46 74 8 12 REM 10 4 3 1 2 18 3 2 1 1 5 RMG 35 44 6 4 1 22 66 47 1 4 14

Grand Total 550 145 23 110 21 11 321 633 128 21 14 4 1 2 278 *Note: Current Year in Progress

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Appendix E: TRSM Research Funding 2011 - 2015

Grants Held by TRSM Faculty (2011-12 to 2015-16*) Type 2011-12 2012-13 2013-14 2014-15 2015-16

External $ 1,493,296.53 $ 1,456,072.50 $ 1,312,553.00 $ 2,862,894.98 $ 1,668,262.00 Internal $ 375,365.61 $ 299,849.34 $ 357,725.13 $ 219,151.10 $ 215,325.00 Total $ 1,868,662.14 $ 1,755,921.84 $ 1,670,278.13 $ 3,082,046.08 $ 1,883,587.00 * Fiscal Year in Progress

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Appendix F: Faculty Sufficiency and Qualifications

TRSM Faculty (RFA) Qualifications and Contributions (2010-2015*)

School/Department

% w Doctoral

% Academically

Qualified

Total PRJs

Total OICs

ACC 78% 78% 32 65 ENT 79% 71% 56 183 FIN 92% 77% 28 78 GMS 87% 80% 76 164 HROB 92% 92% 41 115 HSM 100% 100% 16 46 HTM 64% 64% 43 170 ITM 79% 74% 120 318 LAW 100% 100% 38 160 MKT 86% 93% 55 164 REM 100% 100% 10 40 RMG 100% 100% 35 209

Grand Total 85% 82% 550 1712 *Note: Current Year in Progress

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