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Journal cover: International Journal of Managing Projects in Business

International Journal of Managing Projects in Business

ISSN: 1753-8378

Online from: 2008

Subject Area: Management Science/Management Studies

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Collaborative academic/practitioner research in project management: Theory and models

Document Information:
Title:Collaborative academic/practitioner research in project management: Theory and models
Author(s):Derek H.T. Walker, (School of Property, Construction and Project Management, RMIT University, Melbourne, Australia), Svetlana Cicmil, (Bristol Business School, The University of the West of England, Bristol, UK), Janice Thomas, (Centre of Innovative Management, Athabasca University, Alberta, Canada), Frank Anbari, (Project Management Program, Department of Decision Sciences, School of Business, The George Washington University, Washington, DC, USA), Christophe Bredillet, (ESC Lille, France)
Citation:Derek H.T. Walker, Svetlana Cicmil, Janice Thomas, Frank Anbari, Christophe Bredillet, (2008) "Collaborative academic/practitioner research in project management: Theory and models", International Journal of Managing Projects in Business, Vol. 1 Iss: 1, pp.17 - 32
Keywords:Knowledge transfer, Learning styles, Project management
Article type:Literature review
DOI:10.1108/17538370810846397 (Permanent URL)
Publisher:Emerald Group Publishing Limited

Purpose – The purpose of this paper is to provide of a review of the theory and models underlying project management (PM) research degrees that encourage reflective learning.

Design/methodology/approach – Review of the literature and reflection on the practice of being actively involved in conducting and supervising academic research and disseminating academic output. The paper argues the case for the potential usefulness of reflective academic research to PM practitioners. It also highlights theoretical drivers of and barriers to reflective academic research by PM practitioners.

Findings – A reflective learning approach to research can drive practical results though it requires a great deal of commitment and support by both academic and industry partners.

Practical implications – This paper suggests how PM practitioners can engage in academic research that has practical outcomes and how to be more effective at disseminating these research outcomes.

Originality/value – Advanced academic degrees, in particular those completed by PM practitioners, can validate a valuable source of innovative ideas and approaches that should be more quickly absorbed into the PM profession's sources of knowledge. The value of this paper is to critically review and facilitate a reduced adaptation time for implementation of useful reflective academic research to industry.

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