research skills for management studies

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Research Skills for Management Studies

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The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies. Designed as a comprehensive introduction to the main phases of a research project, this textbook fills that void. It leads students from the very first stage of initiation through to final publication, considering the nature of research skills and the fundamental elements of the research process, whilst exploring the institutional context in which management research is carried out. Taking current debates and the surrounding philosophical and strategic issues in hand, this book combines the key theories with the best practical advice to offer a completely rounded introduction to the topic. It includes guidance and specific reference to real management research projects, as well as case examples, activities and further reading lists, and is essential reading for anyone undertaking a management studies research project.

Chapter | 13 pages, chapter | 20 pages, what is research, chapter | 19 pages, ways of knowing, chapter | 17 pages, problem fields, problem identification, chapter | 16 pages, research ethics, chapter | 22 pages, research strategies the experiment and survey, chapter | 23 pages, research strategies the case study, ethnography and action research, data construction by asking questions, data construction by making observations, data construction by using documents and records, chapter | 25 pages, data analysis and interpretation, chapter | 14 pages, writing and publication.

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Research Skills for Management Studies 1st Edition, Kindle Edition

ISBN-13 978-0415268998
Edition 1st
Sticky notes On Kindle Scribe
Publisher Routledge
Publication date August 2, 2004
Language English
File size 1516 KB
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ASIN ‏ : ‎ B000OT84Q4
Publisher ‏ : ‎ Routledge; 1st edition (August 2, 2004)
Publication date ‏ : ‎ August 2, 2004
Language ‏ : ‎ English
File size ‏ : ‎ 1516 KB
Simultaneous device usage ‏ : ‎ Up to 4 simultaneous devices, per publisher limits
Text-to-Speech ‏ : ‎ Enabled
Screen Reader ‏ : ‎ Supported
Enhanced typesetting ‏ : ‎ Enabled
X-Ray ‏ : ‎ Not Enabled
Word Wise ‏ : ‎ Enabled
Sticky notes ‏ : ‎ On Kindle Scribe
Print length ‏ : ‎ 290 pages
Page numbers source ISBN ‏ : ‎ 0415268990

About the authors

Alan thomas.

Discover more of the author’s books, see similar authors, read author blogs and more

Alan Berkeley Thomas

Dr Alan Berkeley Thomas is the author of twenty books and dozens of articles for scholarly journals and popular magazines and is a prize-winning poet. He is a graduate of the University of Liverpool and of the Open University of Great Britain where he studied the social and behavioural sciences. A life-long fellwalker, he completed the ascent of all 214 Wainwrights (Lake District fells over 1000') in July 2017, walking over 800 miles and climbing 251,200' in the process. As a Member and Honorary Member of the Wainwright Society, he has contributed numerous articles on fellwalking and fellwalkers to the Society's magazine, Footsteps. When he isn't writing he is probably either walking, stargazing, or trying to improve his guitar playing. He lives with his wife in Cheshire.

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Essential Skills for Management Research

David Partington - Cranfield University, UK
Description

Essential Skills for Management Research provides an authoritative overview of research methodology for both students and professional researchers in management. Based on management research methods course needs, and written by expert academics in the field, this book is informed by the requirements of students, professionals and lecturers in management research.

Essential Skills for Management Research places emphasis on the more practical concerns of management researchers, focusing on the detail of developing and applying particular sets of research skills. In addition, the book gives straight-forward advice on how to:

- develop a systematic methodology

- learn to be a successful writer

- acknowledge the individual in the researcher

Essential Skills for Management Research arose from the growing need to address the practical concerns of students in undertaking research that is relevant to management practice. The book develops tangible skills and will be an invaluable guide for management researchers and students at postgraduate and MBA levels.

ISBN: 9780761970071	Hardcover	Suggested Retail Price: $222.00	Bookstore Price: $177.60
ISBN: 9780761970088	Paperback	Suggested Retail Price: $89.00	Bookstore Price: $71.20
ISBN: 9781446227664	Electronic Version	Suggested Retail Price: $80.00	Bookstore Price: $64.00

See what’s new to this edition by selecting the Features tab on this page. Should you need additional information or have questions regarding the HEOA information provided for this title, including what is new to this edition, please email [email protected] . Please include your name, contact information, and the name of the title for which you would like more information. For information on the HEOA, please go to http://ed.gov/policy/highered/leg/hea08/index.html .

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For teaching an introductory management course to 1st yr undergrads in German, I looked for an english textbook to enable students a comparison of different research traditions and foci. This book, together with that of Clegg/Kornberger/Pitsis seems to be the best choice for this purpose.

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Research Skills for Management Studies

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What are research skills?

Last updated

26 April 2023

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Short on time? Get an AI generated summary of this article instead

Broadly, it includes a range of talents required to:

Find useful information

Perform critical analysis

Form hypotheses

Solve problems

It also includes processes such as time management, communication, and reporting skills to achieve those ends.

Research requires a blend of conceptual and detail-oriented modes of thinking. It tests one's ability to transition between subjective motivations and objective assessments to ensure only correct data fits into a meaningfully useful framework.

As countless fields increasingly rely on data management and analysis, polishing your research skills is an important, near-universal way to improve your potential of getting hired and advancing in your career.

Make research less tedious

Dovetail streamlines research to help you uncover and share actionable insights

What are basic research skills?

Almost any research involves some proportion of the following fundamental skills:

Organization

Decision-making

Investigation and analysis

Creative thinking

What are primary research skills?

The following are some of the most universally important research skills that will help you in a wide range of positions:

Time management — From planning and organization to task prioritization and deadline management, time-management skills are highly in-demand workplace skills.

Problem-solving — Identifying issues, their causes, and key solutions are another essential suite of research skills.

Critical thinking — The ability to make connections between data points with clear reasoning is essential to navigate data and extract what's useful towards the original objective.

Communication — In any collaborative environment, team-building and active listening will help researchers convey findings more effectively through data summarizations and report writing.

What are the most important skills in research?

Detail-oriented procedures are essential to research, which allow researchers and their audience to probe deeper into a subject and make connections they otherwise may have missed with generic overviews.

Maintaining priorities is also essential so that details fit within an overarching strategy. Lastly, decision-making is crucial because that's the only way research is translated into meaningful action.

Why are research skills important?

Good research skills are crucial to learning more about a subject, then using that knowledge to improve an organization's capabilities. Synthesizing that research and conveying it clearly is also important, as employees seek to share useful insights and inspire effective actions.

Effective research skills are essential for those seeking to:

Analyze their target market

Investigate industry trends

Identify customer needs

Detect obstacles

Find solutions to those obstacles

Develop new products or services

Develop new, adaptive ways to meet demands

Discover more efficient ways of acquiring or using resources

Why do we need research skills?

Businesses and individuals alike need research skills to clarify their role in the marketplace, which of course, requires clarity on the market in which they function in. High-quality research helps people stay better prepared for challenges by identifying key factors involved in their day-to-day operations, along with those that might play a significant role in future goals.

Benefits of having research skills

Research skills increase the effectiveness of any role that's dependent on information. Both individually and organization-wide, good research simplifies what can otherwise be unwieldy amounts of data. It can help maintain order by organizing information and improving efficiency, both of which set the stage for improved revenue growth.

Those with highly effective research skills can help reveal both:

Opportunities for improvement

Brand-new or previously unseen opportunities

Research skills can then help identify how to best take advantage of available opportunities. With today's increasingly data-driven economy, it will also increase your potential of getting hired and help position organizations as thought leaders in their marketplace.

Research skills examples

Being necessarily broad, research skills encompass many sub-categories of skillsets required to extrapolate meaning and direction from dense informational resources. Identifying, interpreting, and applying research are several such subcategories—but to be specific, workplaces of almost any type have some need of:

Searching for information

Attention to detail

Taking notes

Problem-solving

Communicating results

Time management

How to improve your research skills

Whether your research goals are to learn more about a subject or enhance workflows, you can improve research skills with this failsafe, four-step strategy:

Make an outline, and set your intention(s)

Know your sources

Learn to use advanced search techniques

Practice, practice, practice (and don't be afraid to adjust your approach)

These steps could manifest themselves in many ways, but what's most important is that it results in measurable progress toward the original goals that compelled you to research a subject.

Using research skills at work

Different research skills will be emphasized over others, depending on the nature of your trade. To use research most effectively, concentrate on improving research skills most relevant to your position—or, if working solo, the skills most likely have the strongest impact on your goals.

You might divide the necessary research skills into categories for short, medium, and long-term goals or according to each activity your position requires. That way, when a challenge arises in your workflow, it's clearer which specific research skill requires dedicated attention.

How can I learn research skills?

Learning research skills can be done with a simple three-point framework:

Clarify the objective — Before delving into potentially overwhelming amounts of data, take a moment to define the purpose of your research. If at any point you lose sight of the original objective, take another moment to ask how you could adjust your approach to better fit the original objective.

Scrutinize sources — Cross-reference data with other sources, paying close attention to each author's credentials and motivations.

Organize research — Establish and continually refine a data-organization system that works for you. This could be an index of resources or compiling data under different categories designed for easy access.

Which careers require research skills?

Especially in today's world, most careers require some, if not extensive, research. Developers, marketers, and others dealing in primarily digital properties especially require extensive research skills—but it's just as important in building and manufacturing industries, where research is crucial to construct products correctly and safely.

Engineering, legal, medical, and literally any other specialized field will require excellent research skills. Truly, almost any career path will involve some level of research skills; and even those requiring only minimal research skills will at least require research to find and compare open positions in the first place.

Should you be using a customer insights hub?

Do you want to discover previous research faster?

Do you share your research findings with others?

Do you analyze research data?

Start for free today, add your research, and get to key insights faster

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Research Guides

Mghc02: management skills, 10 steps to expert research skills.

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Expert Tips

As a UTSC Management student, you are required to have outstanding research skills for both assignments and job readiness. Follow these 10 steps to develop your research expertise.

Background reading
Know what you need
List search terms
Select a source
Review results
Download articles & books
Evaluate findings
Integrate research into paper
Cite your sources

1. Background reading

Do some background reading so you understand your topic.

Use Wikipedia , Google, and course readings for introductory material, and links to further reading. Do not quote it in your research. Instead, review the entries in a management encylopedia or in an economics encyclopedia .

2. Know what you need

What information do you need to complete this assignment? What have you learned in class that relates to the assignment? List the information you need.

For example, do you need...

a company profile?
a certain number of peer-reviewed articles?
real-world examples of human resources functions?
economics data?

3. List your search terms

List keywords that relate each concept in your research (use a thesaurus , course readings, or lecture notes for ideas).

For example: "Is there a significant relationship between openness and employee performance?"

openness = open, intellectual, curious, thoughtful, creative
performance = evaluation, achievement

Put them together using operators. This is what you'll use to search databases.

AND will give you fewer results
OR will give you more results
Use "QUOTATION MARKS" for 2+ words

4. Select sources

What kind of information do you need? Every database is different. Modify your search strategy if needed.

Academic journal articles (including Peer-Review)
Books/e-Books
Data & statistics
Company profiles
Country reports
Industry reports

5. Scan results

Scan the titles and abstracts (summaries) in your result list. Assess the number of results and content.

Too many results? Narrow your topic by region, population, perspective (ie: North America, post-recession, political)
Not enough results? Remove keywords, use less specific language, check your spelling
Are the results answering your questions? If not, go back to Step 3, and change your keywords.

6. Download articles & books

Download articles

Click the article title or on the "Get it! UTL" button to locate the full text of an article in the University of Toronto Libraries' collection. When you click it, you will be brought to a page that has the full text of the article or a link to it (usually HTML or PDF).

Off-Campus Access

How to connect to library resources from off-campus

7. Decide what will make it into your final paper

After reading abstracts and articles, decide which articles to use to support the ideas and arguments in your paper.

Ask yourself:

Is it up to date?
Is it relevant to your assignment?
Is the author an expert?
Is it objective?

Is it Peer-Reviewed?

Peer review is the process by which scholars critically appraise each other's work. It is intended to ensure a high level of scholarship in a journal and to improve the quality and readability of a manuscript. The terms "peer reviewed" and "refereed" mean the same thing. are the same.

How do you know if the articles in a journal are peer-reviewed?

Some databases allow you to limit to peer-reviewed articles. For other databases, you need to look up the title of the journal in Ulrich's Periodical Directory . Search for the journal title (not article title) click on to see the full record. If it says "Refereed: Yes," then you know the journal (and the articles published in it) are refereed/peer-reviewed.

Image of Ulrich's home page and search box

Critical Reading

To read critically is to make judgments about how a text is argued. This is a highly reflective skill requiring you to “stand back” and gain some distance from the text you are reading. (You might have to read a text through once to get a basic grasp of content before you launch into an intensive critical reading.) THE KEY IS THIS:

don’t read looking only or primarily for information
do read looking for ways of thinking about the subject matter

When you are reading, highlighting, or taking notes, avoid extracting and compiling lists of evidence, lists of facts and examples. Avoid approaching a text by asking “What information can I get out of it?” Rather ask “How does this text work? How is it argued? How is the evidence (the facts, examples, etc.) used and interpreted? How does the text reach its conclusions?

9. Integrate Research Into Your Paper

Consider the following as you read through research and write your paper:

Have I provided enough relevant evidence to convince the reader of my claims?
Have I explained how the evidence supports my claims?
Have I used innovative and current evidence, rather than stating obvious/outdated information?
Have I cited the sources of evidence?

Adapted from here.

10. Cite your sources

U of T Writing Centre Guides

How Not to Plagiarize
Using Quotations
Paraphrase and Summary

APA Citation Style

APA, MLA and Chicago Formatting & Style Guides (Excelsior Online Writing Lab)
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Last Updated: Sep 10, 2024 12:54 PM
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1st Edition

Research Concepts for Management Studies

Taylor & Francis eBooks (Institutional Purchase) Opens in new tab or window

Description

By its very nature, management is a multidisciplinary enterprise. Despite this, management research has tended to be organized around a number of discrete management disciplines with their own methodological outlooks. As a result, researchers in different fields often find it difficult to appreciate work outside their own area of specialization, so inhibiting much-needed collaboration across disciplinary boundaries. Management has emerged as a major area of research that has attracted students in growing numbers. However, there are still relatively few texts that are tailored specifically to the needs and interests of management researchers. Together with its companion volume, Research Skills for Management Studies (Routledge, 2003), this book offers management students a challenging but accessible introduction to research methods and concepts, irrespective of their field of specialization.

Alan Berkeley Thomas

Critics' Reviews

'In this brilliant book, Alan Thomas explains important concepts such as science, theory, data, validity and significance in an imaginative, friendly and rigorous manner having in mind the research needs of the student of management. When my students puzzle over theory, data, or validity, as they often do, I can now point them in the direction of this marvellous book. It is indispensable to anyone who engages in research in management and business studies.' - Haridimos Tsoukas, The George D. Mavros Research Professor of Organization and Management, ALBA, Greece and Professor of Organization Studies, University of Warwick, UK ' Alan Thomas provides us with yet another timely and helpful guide to navigate through the increasingly hazardous methodological swamps of management research. He writes with customary concision, empathy and plain good sense. I anticipate that this book will prove to be a boon to management students grappling with dissertations and theses the world over. It will also provide a tonic for the supervisors who are endeavouring to assist them!' - Dr Brad Jackson, Director, Centre for the Study of Leadership, Victoria University of Wellington

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Description

Creators/contributors, contents/summary.

1. Research Skills and How to Acquire Them
2. What is Research?
3. Ways of Knowing
4. Problem Fields
5. Problem Identification
6. Research Ethics
7. Research Strategies: The Experiment and Survey
8. Research Strategies: The Case Study, Ethnography and Action Research
9. Data Construction by Asking Questions
10. Data Construction by Making Observations
11. Data Construction by Using Documents and Records
12. Data Analysis and Interpretation
13. Writing and Publication.
(source: Nielsen Book Data)

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Home › Study Tips › Research Skills: What They Are and How They Benefit You

Research Skills: What They Are and How They Benefit You

Published May 23, 2024

Research skills give you the ability to gather relevant information from different sources and analyse it critically in order to develop a comprehensive understanding of a subject. Thus, research skills are fundamental to academic success.

Developing these skills will improve your studies, helping you understand subjects better and positioning you for academic success.

That said, how can you develop important research skills? This will explore what research skills are, identify the core ones, and explain how you can develop them.

What Are Research Skills?

Research skills are a set of abilities that allow individuals to find and gather reliable information and then evaluate the information to find answers to questions.

Good research skills are important in academic settings, as finding and critically evaluating relevant information can help you gain a deeper understanding of a subject.

These skills are also important in professional and personal settings. When you graduate and are working in a professional capacity, you’ll often need to analyse sets of data to identify issues and determine how to solve them.

In personal contexts, you’ll always need to assess relevant information to make an informed decision. Whether you’re deciding on a major purchase, choosing a healthcare provider, or planning to make an investment, you’ll need to evaluate options to ensure better decision outcomes.

Different Types of Research Skills

Research skills are categorised into different sub-skills. The most common types are:

Quantitative Skills

Quantitative skills refer to the ability to work with numerical data and perform mathematical and statistical analyses to extract meaningful insights and draw conclusions.

When you have quantitative skills, you’ll be able to apply mathematical concepts and operations in research design and data analysis.

You’ll also be proficient in using statistical methods to analyse data and interpreting numerical data to draw meaningful conclusions.

Analytical Skills

Analytical skills refer to the ability to gather data, evaluate it, and draw sound conclusions. When you have analytical skills, you’ll be able to systematically analyse information to reach a reasonable conclusion.

Analytical skills are important in problem-solving. They help you to break down complex problems into more manageable components, think critically about the information at hand, analyse root causes, and develop effective solutions.

Qualitative Skills

Qualitative skills refer to the ability to collect, analyse, and interpret non-numerical data. When you have qualitative skills, you’ll be proficient in observation, interviewing, and other methods for collecting qualitative research data.

You’ll also be able to analyse non-numerical data, such as documents and images, to identify themes, patterns, and meanings.

Research Skills Examples

The core research skills you need for success in academic, professional, and personal contexts include:

Data Collection

Data is at the centre of every research, as data is what you assess to find the answers you seek. Thus, research starts with collecting relevant data.

Depending on the research, there are two broad categories of data you can collect: primary and secondary.

Primary data is generated by the researcher, like data from interviews, observations, or experiments. Secondary data is pre-existing data obtained from different existing databases, like published literature, government reports, etc.

Thus, data collection is more than gathering information from the Internet. Depending on the research, it can require more advanced skills for conducting experiments to generate your own data.

Source Evaluation

When doing research on any subject (especially when using the Internet), you’ll be amazed at the volume of information you’ll find. And a lot is pure garbage that can compromise your research work.

Thus, an important research skill is being able to dig through the garbage to get to the real facts. This is where source evaluation comes in!

Good research skills call for being able to identify biases, assess the authority of the author, and determine the accuracy of information before using it.

Time Management Skills

Have you ever felt that there is not enough time in a day for all that you need to do? When you already have so much to do, adding research can be overwhelming.

Good time management skills can help you find the time to do all you need to do, including relevant research work, making it an essential research skill.

Time management allows you to plan and manage your research project effectively. It includes breaking down research tasks into more manageable parts, setting priorities, and allocating time to the different stages of the research.

Communication Skills

Group of students communicating with each other

Communication is an important aspect of every research, as it aids in data collection and sharing research findings.

Important communication skills needed in research include active listening, active speaking, interviewing, report writing, data visualisation, and presentation, etc.

For example, when research involves collecting primary data via interviews, you must have sound speaking and listening skills.

When you conclude the research and need to share findings, you’ll need to write a research report and present key findings in easy-to-understand formats like charts.

Attention to Detail

Attention to detail is the ability to achieve thoroughness and accuracy when doing something. It requires focusing on every aspect of the tasks, even small ones.

Anything you miss during your research will affect the quality of your research findings. Thus, the ability to pay close attention to details is an important research skill.

You need attention to detail at every stage of the research process. During data collection, it helps you ensure reliable data.

During analysis, it reduces the risk of error to ensure your results are trustworthy. It also helps you express findings precisely to minimise ambiguity and facilitate understanding.

Note-Taking

Note-taking is exactly what it sounds like—writing down key information during the research process.

Remember that research involves sifting through and taking in a lot of information. It’s impossible to take in all the information and recall it from memory. This is where note-taking comes in!

Note-taking helps you capture key information, making it easier to remember and utilise for the research later. It also involves writing down where to look for important information.

Critical Thinking

Critical thinking is the ability to think rationally and synthesise information in a thoughtful way. It is an important skill needed in virtually all stages of the research process.

For example, when collecting data, you need critical thinking to assess the quality and relevance of data. It can help you identify gaps in data to formulate your research question and hypothesis.

It can also help you to identify patterns and make reasonable connections when interpreting research findings.

Data Analysis

Data may not mean anything until you analyse it qualitatively or quantitatively (using techniques like Excel or SPSS). For this reason, data analysis analysis is an important research skill.

Researchers need to be able to build hypotheses and test these using appropriate research techniques. This helps to draw meaningful conclusions and gain a comprehensive understanding of research data.

Problem-Solving Skills

Research often involves addressing specific questions and solving problems. For this reason, problem-solving skills are important skills when conducting research.

Problem-solving skills refer to the ability to identify, analyse, and solve problems effectively.

With problem-solving skills, you’ll be able to assess a situation, consider various solutions, and choose the most appropriate course of action toward finding a solution.

Benefits of Research Skills

Research skills have many benefits, including:

Enhances Critical Thinking

Research skills and critical thinking are intertwined such that developing one enhances the other.

Research requires people to question assumptions, evaluate evidence, analyse information, and draw conclusions. These activities require you to think critically about the information at hand. Hence, engaging in research enhances critical thinking.

Develops Problem-Solving Skills

Research helps you acquire a set of critical skills that are directly transferable to problem-solving.

For example, research fosters creative thinking, as it often requires synthesising data from different sources and connecting different concepts. After developing creative thinking via research, you can apply the skill to generate innovative solutions in problem-solving situations.

Helps in Knowledge Acquisition

Engaging in research is a powerful way to acquire knowledge. Research involves exploring new ideas, and this helps you expand your breadth of knowledge.

It also involves applying research methods and methodologies. So, you’ll acquire knowledge about research methods, enhancing your ability to design and conduct studies in your higher education or professional life.

Why Are Research Skills Important?

Strong research skills offer numerous benefits, especially for students’ academic learning and development.

When you develop good research skills, you’ll reap great academic rewards that include:

In-Depth Understanding

Conducting research allows you to delve deep into specific topics, helping you gain a thorough understanding of the subject matter beyond what is covered in standard coursework.

Critical Thinking Development

Research involves critical evaluation of information and making informed decisions. This builds your ability to think critically.

This skill will not only help you solve academic problems better, but it’s also crucial to your personal and professional growth.

Encouragement of Independent Learning

Research encourages independent learning. When you engage in research, you seek answers independently. You take the initiative to find, retrieve, and evaluate information relevant to your research.

That helps you develop self-directed study habits. You’ll be able to take ownership of your education and actively seek out information for a better understanding of the subject matter.

Intellectual Curiosity Development

Research skills encourage intellectual curiosity and a love of learning, as they’ll make you explore topics you find intriguing or important. Thus, you’ll be more motivated to explore topics beyond the scope of your coursework.

Enhanced Communication Skills

Research helps you build better interpersonal skills as well as report-writing skills.

Research helps you sharpen your communication skills when you interact with research subjects during data collection. Communicating research findings to an audience also helps sharpen your presentation skills or report writing skills.

Assistance in Career Preparation

Many professions find people with good research skills. Whether you’ll pursue a career in academia, business, healthcare, or IT, being able to conduct research will make you a valuable asset.

So, researching skills for students prepares you for a successful career when you graduate.

Contribution to Personal Growth

Research also contributes to your personal growth. Know that research projects often come with setbacks, unexpected challenges, and moments of uncertainty. Navigating these difficulties helps you build resilience and confidence.

Acquisition of Time Management Skills

Research projects often come with deadlines. Such research projects force you to set goals, prioritise tasks, and manage your time effectively.

That helps you acquire important time management skills that you can use in other areas of academic life and your professional life when you graduate.

Ways to Improve Research Skills

The ways to improve your research skills involve a combination of learning and practice.

You should consider enrolling in research-related programmes, learning to use data analysis tools, practising summarising and synthesising information from multiple sources, collaborating with more experienced researchers, and more.

Looking to improve your research skills? Read our 11 ways to improve research skills article.

How Can I Learn Research Skills?

You can learn research skills using these simple three-point framework:

Clarifying the Objective

Start by articulating the purpose of your research. Identify the specific question you are trying to answer or the problem you are aiming to solve.

Then, determine the scope of your research to help you stay focused and avoid going after irrelevant information.

Cross-Referencing Sources

The next step is to search for existing research on the topic. Use academic databases, journals, books, and reputable online sources.

It’s important to compare information from multiple sources, taking note of consensus among studies and any conflicting findings.

Also, check the credibility of each source by looking at the author’s expertise, information recency, and reputation of the publication’s outlet.

Organise the Research

Develop a note-taking system to document key findings as you search for existing research. Create a research outline, then arrange your ideas logically, ensuring that each section aligns with your research objective.

As you progress, be adaptable. Be open to refining your research plan as new understanding evolves.

Enrolling in online research programmes can also help you build strong research skills. These programmes combine subject study with academic research project development to help you hone the skills you need to succeed in higher education.

Immerse Education is a foremost provider of online research programmes.

Acquire Research Skills with Immerse Education

Research skills are essential to academic success. They help you gain an in-depth understanding of subjects, enhance your critical thinking and problem-solving skills, improve your time management skills, and more.

In addition to boosting you academically, they contribute to your personal growth and prepare you for a successful professional career.

Thankfully, you can learn research skills and reap these benefits. There are different ways to improve research skills, including enrolling in research-based programmes. This is why you need Immerse Education!

Immerse Education provides participants aged 13-18 with unparalleled educational experience. All our programmes are designed by tutors from top global universities and help prepare participants for future success.

Our online research programme expertly combines subject study with academic research projects to help you gain subject matter knowledge and the important research skills you need to succeed in higher education. With one-on-one tutoring or group sessions from an expert academic from Oxford or Cambridge University and a flexible delivery mode, the programme is designed for you to succeed. Subsequently, enrolling in our accredited Online Research Programme will award students with 8 UCAS points upon completion.

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DOI: 10.4324/9780203006146
Corpus ID: 60203434

Research Skills for Management Studies

Published 16 December 2003
Business, Education

251 Citations

Using action research to connect practice to learning: a course project for working management students, literature review on leadership effectiveness and followership, looking at research, book review: research concepts for management studies.

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Open access
Published: 09 September 2024

Navigating post-pandemic challenges through institutional research networks and talent management

Muhammad Zada ORCID: orcid.org/0000-0003-0466-4229 1 , 2 ,
Imran Saeed 3 ,
Jawad Khan ORCID: orcid.org/0000-0002-6673-7617 4 &
Shagufta Zada 5 , 6

Humanities and Social Sciences Communications volume 11 , Article number: 1164 ( 2024 ) Cite this article

Metrics details

Business and management

Institutions actively seek global talent to foster innovation in the contemporary landscape of scientific research, education, and technological progress. The COVID-19 pandemic underscored the importance of international collaboration as researchers and academicians faced limitations in accessing labs and conducting research experiments. This study uses a research collaboration system to examine the relationship between organizational intellectual capital (Human and structural Capital) and team scientific and technological performance. Further, this study underscores the moderating role of top management support. Using a time-lagged study design, data were collected from 363 participants in academic and research institutions. The results show a positive relationship between organizational intellectual capital (Human and structural Capital) and team scientific and technological performance using a research collaboration system. Moreover, top management support positively moderates the study’s hypothesized relationships. The study’s findings contribute significantly to existing knowledge in this field, with implications for academia, researchers, and government focused on technology transmission, talent management, research creative collaboration, supporting innovation, scientific research, technological progress, and preparing for future challenges.

Towards understanding the characteristics of successful and unsuccessful collaborations: a case-based team science study

Remote collaboration fuses fewer breakthrough ideas

Interpersonal relationships drive successful team science: an exemplary case-based study

Introduction.

Global talent management and the talent hunt within research and educational institutions have become extensively discussed topics in international human resource management (HRM) (Al et al., 2022 ). Global talent management is intricately connected to the notion of finding, managing, and facilitating the fetch of research, skills, techniques, and knowledge among team members and progress in education and technology (Kwok, 2022 ; Sommer et al., 2017 ). This topic assumes a greater position when it is looked at through the lens of research, academicians, and educational institutions serving as a means of achieving scientific and technological advancement and performance (Kaliannan et al., 2023 ; Patnaik et al., 2022 ). Effective knowledge management and transfer occur between teams engaged in cross-border research collaborations (Davenport et al., 2002 ; Fasi, 2022 ). Effective team management, global talent recruitment, and the exchange of scientific knowledge across national boundaries face different challenges due to the swift growth of economic and political fanaticism. This is particularly evident in advanced economies that rely heavily on knowledge-based industries (Vaiman et al., 2018 ). Research and educational sectors are encountering significant challenges in effectively hunting and managing international talent, particularly in the aftermath of the COVID-19 pandemic, during which approximately half of the global workforce faced the possibility of job loss (Almeida et al., 2020 ; Radhamani et al., 2021 ). Due to the implementation of lockdown measures by governments, many research intuitions are facing significant issues, and the pandemic has changed the situation; work was stuck, and scientists around the globe are thinking to be prepared for this kind of situation, which is possible through the use scientific research collaboration platforms. These platforms serve as a means to exchange research and knowledge, which is crucial in the talent hunt and management (Haak-Saheem, 2020 ). In the situation above, wherein limitations exist regarding the exchange of research and knowledge within the institutions, it becomes imperative for the top management of institutions to incentivize employees to engage the team in knowledge sharing actively and achieve team-level scientific and technological advancement. It can be achieved by implementing a research collaboration system that facilitates knowledge exchange and contributes to effective talent hunt and management (Haider et al., 2022 ; Xu et al., 2024 ).

A research collaboration network is a tool for scientific and technological advancement and talent management encompassing various processes and practices to facilitate the sharing, integration, translation, and transformation of scientific knowledge (Biondi & Russo, 2022 ). During and after the COVID-19 era characterized by travel restrictions, research networking platforms serve as valuable tools for students and researchers located in variance regions to engage in the exchange of research knowledge and achieve team-level scientific and technological advancement (Yang et al., 2024 ). Enhancing intellectual capital (IC) within the organizations is imperative within this framework (Pellegrini et al., 2022 ; Vătămănescu et al., 2023 ). Intellectual capital (IC) is the intangible assets owned by an organization that has the potential to generate value (Stewart, 1991 ). An organization’s intellectual capital (IC) includes human and structural capital (Marinelli et al., 2022 ). According to Vătămănescu et al. ( 2023 ), the organization can effectively manage the skills and abilities of its team members across different countries by properly utilizing both human and structural capital and establishing a strong research collaboration system with the help of top management support. This capability remains intact even during and after the COVID-19 pandemic. This study emphasizes the importance of talent hunt and management within research and educational institutions in the post-COVID-19 pandemic because of every country’s following implementation of lockdown measures. Our study focuses on the implication of facilitating the exchange of research, knowledge, and techniques among team members during and after this period. The effective way to share research expertise and techniques in such a scenario is through a research collaboration network (O’Dwyer et al., 2023 ).

While previous research has extensively explored talent management in various industries (Al Ariss, Cascio, & Paauwe, 2014 ; Susanto, Sawitri, Ali, & Rony, 2023 ), a noticeable gap exists in the body of knowledge regarding the discussion of global talent acquisition and management within research and academic institutions, particularly within volatile environments and about scientific and technological advancements (Harsch & Festing, 2020 ). The objective of this research is to fill this research gap.1) To investigate the strategies of how research and educational institutions hunt and manage gobble talent. 2)To analyze the impact of human and structural capital and team scientific and technological performance using a research collaboration system. 3) To examine the moderating effect of top management support on the IC to use the research collation network among institution research teams and scientific and technological performance.

In addition, current research contributes significantly to the literature by elucidating the pivotal role of organizational intellectual capital in strengthening scientific and technological performance through research collaborative networks. This study advances our grip on how internal resources drive innovation and research outcomes by empirically demonstrating the positive association between human and structural capital and team-level scientific and technological performance. Furthermore, the current study highlights the moderating effect of top management support, suggesting that management commitment can amplify the benefits of intellectual capital (human and structural capital). These results show a subtle perspective on how organizations can influence their intellectual assets to foster higher levels of productivity and innovation. The study’s theoretical contributions lie in integrating resource-based views and organizational theory with performance metrics, while its practical implications provide actionable insights for institutions aiming to optimize their intellectual resources and management practices. This research also sets the stage for future inquiries into the dynamics of intellectual capital and management support in various collaborative contexts.

Research theories, literature review, and hypotheses development

Research theories.

The focus of the current study pertains to the challenges surrounding talent management within institutions during and after the COVID-19 pandemic(Fernandes et al., 2023 ). Global talent management is intently linked to the objective of enhancing the intellectual capital of the organization (Zada et al., 2023 ). Considering the COVID-19 pandemic, which raised much more attention toward scientific and technological advancement, the academic sector has noticed an observable shift towards utilizing research collaboration platforms to share scientific knowledge effectively and achieve scientific and technological performance. Intellectual capital encompasses five distinct resource categories, as identified by Roos and Roos ( 1997 ), comprising three immaterial and two touchable resources. Intangible resources such as human capital, structural capital, and customer capital are complemented by tangible resources, encompassing monetary and physical assets. Global talent management encompasses human and structural capital management (Felin & Hesterly, 2007 ). The enhancement of talent management capabilities within the institution can be achieved by cultivating institution-specific competencies in both human and structural capital (Al Ariss et al., 2014 ). This concept lines up with the theoretical background of the resource-based view (RBV) theory presented by Barney ( 1991 ). According to this theory, organizations should prioritize examining their core resources to recognize valuable assets, competencies, and capabilities that can contribute to attaining a sustainable competitive advantage (Barney, 1991 ).

During and after the COVID-19 scenario, virtual platforms are utilized by institutions to engage students and staff abroad in research and knowledge exchange, which is part of global talent management. Staff possessing adequate knowledge repositories will likely participate in knowledge exchange activities. Therefore, organizations must improve their internal resources to enhance talent management, as per the fundamental principle of the RBV theory (Barney, 1991 ). Enhancing internal resources entails strengthening an organization’s human capital, which refers to its staff’s scientific research and technical skills and knowledge and structural capital. Strengthening these two resources can facilitate the institution in effectively sharing knowledge through a research collaboration platform, consequently enhancing their global talent management endeavors and contributing to the team’s scientific and technological performance.

In this research, we also utilize institutional theory (Oliver, 1997 ) and Scott ( 2008 ) as a framework to examine the utilization of research collaboration social platforms by faculty of institutions. Our focus is on exchanging research and technical knowledge within the climate of global talent management during and after the COVID-19 epidemic. According to Scott ( 2008 ), “Institutional theory is a widely recognized theoretical framework emphasizing rational myths, isomorphism, and legitimacy (p. 78)”. For electronic data interchange, the theory has been utilized in technology adoption research (Damsgaard, Lyytinen ( 2001 )) and educational institutes (J. et al., 2007 ). In the pandemic situation, institutional theory provides researchers with a framework to analyze the motivations of employees within institutions to engage in teams to achieve team-level scientific and technological performance through a research collaboration system. According to institutional theory, organizations should utilize a research collaboration network to ensure that their staff do not need to compromise their established norms, values, and expectations. During the COVID-19 pandemic, numerous countries implemented limitations on international movement as a preventive measure. Consequently, there has been a growing identification of the potential importance of utilizing an institutional research collaboration platform for facilitating the online exchange of knowledge, skills, research techniques, and global talent management among employees of institutions operating across various countries. The active support of staff by the top management of an institution can play a key role in expediting the implementation of social networks for research collaboration within the institution (Zada et al., 2023 ).

Literature review

An institution’s scientific and technological advancement is contingent upon optimal resource utilization (Muñoz et al., 2022 ). Global talent hunt and management encompasses utilizing information and communication technologies (ICT) to provide a way for the exchange of research knowledge and techniques, thereby enabling the implementation of knowledge-based strategies (Muñoz et al., 2022 ). In a high research-level turbulent environment, it becomes imperative to effectively manage human capital (HUC) to facilitate the appropriate exchange of research knowledge and techniques (Salamzadeh, Tajpour, Hosseini, & Brahmi, 2023 ). Research shows that transferring research knowledge and techniques across national boundaries, exchanging best practices, and cultivating faculty skills are crucial factors in maintaining competitiveness (Farahian, Parhamnia, & Maleki, 2022 ; Shao & Ariss, 2020 ).

It is widely acknowledged in scholarly literature that there is a prevailing belief among individuals that talent possesses movability and that research knowledge and techniques can be readily transferred (Bakhsh et al., 2022 ; Council, 2012 ). However, it is essential to note that the matter is more complex than it may initially appear (Biondi & Russo, 2022 ). The proliferation of political and economic nationalism in developed knowledge-based economies poses a significant risk to exchanging research knowledge and techniques among faculty members in research and educational institutions worldwide (Arocena & Sutz, 2021 ). During and after COVID-19, knowledge transfer can be effectively facilitated by utilizing a research collaboration network platform (Duan & Li, 2023 ; Sulaiman et al., 2022 ). This circumstance is noticeable within the domain of international research and development, wherein academic professionals have the opportunity to utilize research collaboration platforms as a means of disseminating valuable research knowledge and techniques to their counterparts in various nations (Jain et al., 2022 ).

The scientific and technological advancement of institutions linked by intuition research and development level and research and development depend on the intuition’s quality of research, knowledge, and management (Anshari & Hamdan, 2022 ). However, there is a need to enhance the research team’s capacity to learn and transfer research knowledge and techniques effectively. Research suggests that institutional human capital (HUC) is critical in managing existing resources and hunting international talent, particularly after the COVID-19 pandemic (Sigala, Ren, Li, & Dioko, 2023 ). Human capital refers to the combined implicit and crystal clear knowledge of employees within an institution and their techniques and capabilities to effectively apply this knowledge to achieve scientific and technological advancements (Al-Tit et al., 2022 ). According to Baron and Armstrong ( 2007 ) Human capital refers to the abilities, knowledge, techniques, skills, and expertise of individuals, particularly research team members, that are relevant to the current task.

Furthermore, HUC encompasses the scope of individuals who can contribute to this reservoir of research knowledge, techniques, and expertise through individual learning. As the literature shows, the concept of IC encompasses the inclusion of structural capital (STC), which requires fortification through the implementation of a proper global talent acquisition and management system (Pak et al., 2023 ; Phan et al., 2020 ). STC encompasses various mechanisms to enhance an institution’s performance and productivity (Barpanda, 2021 ). STC is extensively acknowledged as an expedited framework for HUC, as discussed by Bontis ( 1998 ) and further explored by Gogan, Duran, and Draghici ( 2015 ). During and after the COVID-19 epidemic, a practical approach to global talent management involves leveraging research collaboration network platforms to facilitate knowledge exchange among research teams (Arslan et al., 2021 ). However, the crucial involvement of top management support is imperative to effectively manage talent by utilizing research collaboration network platforms for knowledge transfer (Zada et al., 2023 ). Nevertheless, the existing body of knowledge needs to adequately explore the topic of talent management about knowledge transfer on research collaboration platforms, particularly in the context of institution-active management support (Tan & Md. Noor, 2013 ).

Conceptual model and research hypothesis

By analyzing pertinent literature and theoretical frameworks, we have identified the factors influencing staff intention in research and academic institutions to utilize research collaboration networks after the COVID-19 pandemic and achieve scientific and technical performance. This study aims to explain the determinants. Additionally, this study has considered the potential influence of top management support as a moderator on the associations between education and research institution staff intention on IC to utilize research collaboration platforms in the post-COVID-19 era and predictors. Through this discourse, we shall generate several hypotheses to serve as the basis for constructing a conceptual model (see Fig. 1 ).

Relationships between study variables: human capital, structural capital, top management support, and team scientific and technological performance. Source: authors’ development.

Human capital and team scientific and technological performance

According to Dess and Picken ( 2000 ), HUC encompasses individuals’ capabilities, knowledge, skills, research techniques, and experience, including staff and supervisors, relevant to the specific task. Human capital also refers to the ability to pay to this reservoir of knowledge, techniques, and expertize through individual learning (Dess & Picken, 2000 ). HUC refers to the combinations of characteristics staff possess, including but not limited to research proficiency, technical aptitude, business acumen, process comprehension, and other similar competencies (Kallmuenzer et al., 2021 ). The HUC is considered an institutional repository of knowledge, as Bontis and Fitz‐enz ( 2002 ) indicated, with its employees serving as representatives. The concept of HUC refers to the combined abilities, research proficiency, and competencies that individuals possess to address and resolve operational challenges within an institutional setting (Barpanda, 2021 ; Yang & Xiangming, 2024 ). The human capital possessed by institutions includes crucial attributes that allow organizations to acquire significant internal resources that are valuable, difficult to replicate, scarce, and cannot be substituted. It aligns with the theoretical framework of the RBV theory, as suggested by Barney ( 1991 ). IC is extensively recognized as a main factor in revitalizing organizational strategy and promoting creativity and innovation. It is crucial to enable organizations to acquire and effectively disseminate knowledge among their employees, contribute to talent management endeavors, and achieve scientific and technological performance (Alrowwad et al., 2020 ; He et al., 2023 ). Human capital is linked to intrinsic aptitude, cognitive capabilities, creative problem-solving, exceptional talent, and the capacity for originality (Bontis & Fitz‐enz, 2002 ). In talent management, there is a focus on enhancing scientific and technological performance and development. According to Shao and Ariss ( 2020 ), HUC is expected to strengthen employee motivation to utilize research collaboration networks for scientific knowledge-sharing endeavors. Based on these arguments, we proposed that.

Hypothesis 1 Human capital (HUC) positively impacts team scientific and technological performance using a research collaboration system.

Structural capital and team scientific and technological Performance

According to Mehralian, Nazari, and Ghasemzadeh ( 2018 ) structural capital (STC) encompasses an organization’s formalized knowledge assets. It consists of the structures and mechanisms employed by the institution to enhance its talent management endeavors. The concept of STC is integrated within the framework of institutions’ programs, laboratory settings, and databases (Cavicchi & Vagnoni, 2017 ). The significance of an organization’s structural capital as an internal tangible asset that bolsters its human capital has been recognized by scholars such as Secundo, Massaro, Dumay, and Bagnoli ( 2018 ), and This concept also lines up with the RBV theory (J. Barney, 1991 ). The strategic assets of an organization encompass its capabilities, organizational culture, patents, and trademarks (Gogan et al., 2015 ).

Furthermore, Birasnav, Mittal, and Dalpati ( 2019 ) Suggested that these strategic assets promote high-level organizational performance, commonly called STC. Literature shows that STC encompasses an organization’s collective expertise and essential knowledge that remains intact even when employees depart (Alrowwad et al., 2020 ; Mehralian et al., 2018 ; Sarwar & Mustafa, 2023 ). The institution’s socialization, training, and development process facilitates the transfer of scientific research knowledge, skills, and expertise to its team (Arocena & Sutz, 2021 ; Marchiori et al., 2022 ). The STC is broadly recognized as having important potential and is a highly productive resource for generating great value. STC motivates its team member to share expertise with their counterparts at subordinate organizations by utilizing an institution’s research collaboration network and achieving team-level scientific and technological performance. This method remains effective even in challenging environments where traditional means of data collection, face-to-face meetings, and travel are not feasible (Secundo et al., 2016 ). In light of the above literature and theory, we propose the following hypothesis.

Hypothesis 2: Structural capital (STC) positively impacts team scientific and technological performance using a research collaboration system.

Top management support as a moderator

If the relationship between two constructs is not constant, the existence of a third construct can potentially affect this relationship by enhancing or diminishing its strength. In certain cases, the impact of a third construct can adjust the trajectory of the relationship between two variables. The variable in question is commonly called the “moderating variable.” According to Zada et al. ( 2023 ), top management support to leaders efficiently encourages team members within institutions to share research scientific knowledge with their counterparts in different countries through international research collaboration systems. Similarly, another study shows that the active endorsement of the top management significantly affects the development of direct associations, thereby influencing the team and organization’s overall performance (Biondi & Russo, 2022 ; Phuong et al., 2024 ). Different studies have confirmed that top management support is crucial in fostering a conducive knowledge-sharing environment by offering necessary resources (Ali et al., 2021 ; Lee et al., 2016 ; Zada et al., 2023 ). During and after the COVID-19 epidemic, numerous nations implemented nonessential travel restrictions and lockdown measures. In the given context, utilizing a research collaboration system would effectively facilitate the exchange of research, skills, and knowledge among staff belonging to various subsidiaries of an institution (Rådberg & Löfsten, 2024 ; Rasheed et al., 2024 ). However, it is common for researchers to exhibit resistance to adopting a novel research technique, often citing various justifications for their reluctance. To address the initial hesitance of employees at subsidiary institutes towards utilizing research collaborative networking within the institute, top management must employ strategies that foster motivation, encouragement, and incentives. These measures help create an atmosphere where team members feel empowered to engage with the new system freely. Institutional theory asserts that top management support is crucial for aligning talent management with institutional norms. Human and structural capital, pivotal within the institutional framework, contributes to an institution’s capacity to attract and retain talent, enhancing legitimacy. Adaptation to scientific and technological advancements is imperative for international institutional competitiveness, as institutional theory dictates (Oliver, 1997 ). Grounded on the above discussion, we have hypothesized.

Hypothesis 3a : Top management support moderates the relationship between human capital (HUC) and team scientific and technological performance. Specifically, this relationship will be stronger for those with higher top management support and weaker for those with lower top management support.

Hypothesis 3b : Top management support moderates the relationship between structural capital (STC) and team scientific and technological performance through the use of research collaboration network platforms. Specifically, this relationship will be stronger for those with higher top management support and weaker for those with lower top management support.

Methods data and sample

Sample and procedures.

To test the proposed model, we collected data from respondents in China’s research and academic sector in three phases to mitigate standard method variance (Podsakoff, MacKenzie, Lee, & Podsakoff, 2003 ). In the first phase (T1-phase), respondents rated human capital, structural capital, and demographic information. After one month, respondents rated the team’s scientific and technological performance in the second phase (T2-phase). Following another one-month interval, respondents were asked to rate top management support in the third phase (T3-phase). In the first phase, after contacting 450 respondents, we received 417 usable questionnaires (92.66%). In the second phase, we received 403 usable questionnaires. In the third phase, we received 363 usable questionnaires (90.07%), constituting our final sample for interpreting the results. The sample comprises 63.4% male and 36.6% female respondents. The age distribution of the final sample was as follows: 25–30 years old (6.6%), 31–35 years old (57%), 36–40 years old (19.8%), and above 40 years old (16.5%). Regarding respondents’ experience, 45.7% had 1–5 years, 39.4% had 6–10 years, 11.3% had 11–15 years, and 3.6% had over 16 years. According to the respondents’ levels of education, 4.1% had completed bachelor’s degrees, 11.6% had earned master’s degrees, 78.8% were doctorate (PhD) scholars, and 5.5% were postdoctoral and above.

Measurement

To measure the variables, the current study adopted a questionnaire from previous literature, and age, gender, education, and experience were used as control variables. A five-point Likert scale was used (1 = strongly disagree to 5 = strongly agree). Human capital (HUC) was measured through an eight-item scale adopted by Kim, Atwater, Patel, and Smither ( 2016 ). The sample item is “The extent to which human capital of research and development department is competitive regarding team performance”. The self-reported scale developed by Nezam, Ataffar, Isfahani, and Shahin ( 2013 ) was adopted to measure structural capital. The scale consists of seven items. The sample scale item is “My organization emphasizes IT investment.” In order to measure top management support, a six-item scale was developed by Singh, Gupta, Busso, and Kamboj ( 2021 ), was adopted, and sample item includes “Sufficient incentives were provided by top management (TM) for achieving scientific and technological performance.” Finlay, the self-reported scale developed by Gonzalez-Mulé, Courtright, DeGeest, Seong, and Hong ( 2016 ) was adopted to gauge team scientific and technological performance and scales items are four. The sample item is “This team achieves its goals.”

Assessment of measurement model

In the process of employing AMOS for analysis, the initial step encompasses an assessment of the model to determine the strength and validity of the study variables. The evaluation of variable reliability conventionally revolves around two key aspects, which are indicator scale reliability and internal reliability. More precisely, indicator reliability is deemed to be recognized when factor loadings exceed the threshold of 0.60. In parallel, internal consistency reliability is substantiated by the attainment of values exceeding 0.70 for both Cronbach’s alpha and composite reliability, aligning with well-established and recognized guidelines (Ringle et al., 2020 ).

To gauge the reliability of construct indicators, we utilized two key metrics which are composite reliability (CR) and average variance extracted (AVE). The CR values for all variables were notably high, exceeding 0.70 and falling within the range of 0.882 to 0.955. This signifies a robust level of reliability for the indicators within each construct. Furthermore, the AVE values, which indicate convergent validity, exceeded the minimum threshold of 0.50, with each construct value varying from 0.608 to 0.653, thus affirming the presence of adequate convergent validity.

In addition to assessing convergent validity, we also examined discriminant validity by scrutinizing the cross-loadings of indicators on the corresponding variables and the squared correlations between constructs and AVE values. Our findings indicated that all measures exhibited notably stronger loadings on their intended constructs, thereby underscoring the measurement model’s discriminant validity.

Discriminant validity was recognized by observing average variance extracted (AVE) values that exceeded the squared correlations between constructs, as indicated in Table 1 . In conjunction with the Composite Reliability (CR) and AVE values, an additional discriminant validity assessment was conducted through a Heterotrait-Monotrait Ratio (HTMT) analysis. This analysis entailed a comparison of inter-construct correlations against a predefined upper threshold of 0.85. The results demonstrated that all HTMT values remained significantly below this threshold, affirming satisfactory discriminant validity for each variable (Henseler et al., 2015 ). Every HTMT value recorded was situated beneath the specified threshold, thereby supplying supplementary confirmation regarding the constructs’ discriminant validity. In summary, the results of the outer model assessment indicate that the variables showcased commendable levels of reliability and validity, with the discriminant validity being suitably and convincingly established.

Moreover, correlation Table 2 shows that human capital is significantly and positively correlated with structural capital ( r = 0.594**), TMS ( r = 0.456 **), and STP ( r = 0.517**). Structural capital is also significantly and positively correlated with TMS ( r = 0.893**) and STP ( r = 0.853**). Furthermore, TMS is significantly and positively correlated with STP (0.859**).

Confirmatory factor analysis (CFA)

A comprehensive confirmatory factor analysis was estimated by employing the software AMOS version 24 to validate the distinctiveness of the variables. CFA shows the fitness of the hypothesized four factors model, including human capital, structural capital, top management support, and team scientific and technological performance, as delineated in Table 3 ; the results show that the hypothesized four-factor model shows fit and excellent alternative models. Consequently, The study variables demonstrate validity and reliability, which makes the dimension model appropriate for conducting a structural path analysis, as advocated by Hair, Page, and Brunsveld ( 2019 ).

Hypotheses testing

This study used the bootstrapping approach, which involves 5,000 bootstrap samples to test the proposed study model and assess the significance and strength of the structural correlations. Using this approach, bias-corrected confidence intervals and p-values were generated in accordance with Streukens and Leroi-Werelds ( 2016 ) guidelines. First, we did an analysis that entailed checking the path coefficients and their connected significance. The findings, as shown in Table 4 , validate Hypothesis 1, revealing a positive correlation between HUC and STP ( β = 0.476, p < 0.001). Additionally, the finding validates Hypothesis 2, highlighting a positive association between structural capital and STP ( β = 0.877, p < 0.001). For the moderation analysis, we utilized confidence intervals that do not encompass zero, per the guidelines that Preacher and Hayes ( 2008 ) recommended.

In our analysis, we found support for Hypothesis 3a, which posited that top management support (TMS) moderates the relationship between human capital (HUC) and team scientific and technological performance (STP). The results in Table 4 showed that the moderating role, more precisely, the interaction between HUC and TMS, was substantial and positive ( β = −0.131, p = 0.001). These results suggest that TMS enhances the positive association between HUC and STP, as shown in Fig. 2 . Consequently, we draw the conclusion that our data substantiates hypothesis 3a. Furthermore, Hypothesis 3b posited that TMS moderates the relationship between STC and STP. The results indicate that TMS moderates the association between STC and STP ( β = −0.141, p = 0.001, as presented in Table 4 and Fig. 3 ).

The moderating effect of top management support (TMS) on the relationship between human capital (HUC) and team scientific and technological performance (STP). Source: authors’ development.

The moderating effect of top management support (TMS) on the relationship between structural capital (SUC) and team scientific and technological performance (STP). Source: authors’ development.

The current study highlights the importance of research and academic institutions effectively enhancing their scientific and technological capabilities to manage their global talent within an international research collaboration framework and meet future challenges. Additionally, it underscores the need for these institutions to facilitate scientific knowledge exchange among their employees and counterparts in different countries. The enhancement of talent management through the exchange of scientific research knowledge can be most effectively accomplished by utilizing a collaborative research system between educational and research institutions (Shofiyyah et al., 2023 ), particularly in the context of the COVID-19 landscape. This study has confirmed that enhancing the higher education and research institutions’ human capital (HUC) and structural capital (STC) could attract and maintain global talent management and lead to more effective scientific and technological progress. The findings indicate that the utilization of human capital (HUC) has a significant and positive effect on scientific and technological term performance (STP) (Hypothesis 1), which is consistent with previous research (Habert & Huc, 2010 ). This study has additionally demonstrated that the implementation of s tructural capital (STC) has a significant and positive effect on team scientific and technological performance (STP), as indicated by hypothesis 2, which is also supported by the previous studies finding in different ways (Sobaih et al., 2022 ). This study has also shown that top management support moderates the association between human capital (HUC) and team scientific and technological performance hypothesis 3a and the association between structural capital (STC) and team scientific and technological performance hypothesis 3b. These hypotheses have garnered support from previous studies’ findings in different domains (Chatterjee et al., 2022 ). The study’s empirical findings also confirm the substantial moderating influence exerted by top management support on the relationships between HUC and STP described in hypothesis 3a and STC and STP described in hypothesis 3b, as evidenced by the results presented in Table 4 . Additionally, graphical representations are conducted to investigate the impacts on hypotheses 3a and 3b resulting from the application of high-top management support (TMS) and weak TMS.

The effect of high-top management support (TMS) and weak TMS on Hypothesis 3a is depicted in Fig. 2 . The solid line illustrates the effects of robust TMS on Hypothesis 3a, while the dashed line shows the effects of weak TMS on Hypothesis 3a. The graphic description validates that, as human capital (HUC) increases, team scientific and technological performance (STP) is more pronounced when influenced by robust TMS than weak TMS. This is evidenced by the steeper slope of the solid line in comparison to the dashed line. This finding suggests that employees within the research and academic sectors are more likely to utilize research collaboration networks when influenced by HUC and receive strong support from the organization’s top management.

The graph in Fig. 3 shows the impact of solid top management support (TMS) and weak TMS on Hypothesis 3b. The dotted lines continuous on the graph correspond to the effects of robust TMS and weak TMS, respectively. Figure 3 illustrates that, with increasing top management support (TMS), scientific and technological performance (STP) increase is more significant for robust TMS than weak TMS. This is evident from the steeper slope of the continuous line compared to the slope of the dotted line. This finding suggests that employees within universities and institutes are more likely to engage in research collaboration systems when they receive strong support from top management despite enhanced structural support.

Theoretical contribution

The current study makes significant contributions to the existing body of knowledge by exploring the intricate dynamics between organizational intellectual capital and team performance within scientific and technological research, especially during the unprecedented times brought about by the COVID-19 pandemic. Through its detailed examination of human and structural capital, alongside the moderating impact of top management support, the study provides a multi-faceted understanding of how these factors interact to enhance team outcomes.

This research enriches the literature on intellectual capital by providing empirical evidence on the positive association between HUC and STC and team performance. HUC, which includes employees’ skills, knowledge, and expertise, is a critical driver of innovation and productivity (Lenihan et al., 2019 ). The study highlights how a team’s collective intelligence and capabilities can lead to superior scientific and technological outputs. This finding aligns with and extends previous research that underscores the importance of skilled HR in achieving organizational success (Luo et al., 2023 ; Salamzadeh et al., 2023 ). Structural capital, encompassing organizational processes, databases, and intellectual property, contributes significantly to team performance(Ling, 2013 ). The study illustrates how well-established structures and systems facilitate knowledge sharing, streamline research processes, and ultimately boost the efficiency and effectiveness of research teams. This aspect of the findings adds depth to the existing literature by demonstrating the tangible benefits of investing in robust organizational infrastructure to support research activities.

Another essential contribution of this study is integrating a research collaboration network as a facilitating factor. This network, including digital platforms and tools that enable seamless communication and collaboration among researchers, has become increasingly vital in remote work and global collaboration (Mitchell, 2023 ). By examining how these systems leverage HUC and STC to enhance team performance, the study provides a practical understanding of the mechanisms through which technology can facilitate team scientific and technological performance.

One of the most novel contributions of this study is its emphasis on the moderating role of top management support. The findings suggest that when top management actively supports research initiatives, provides required resources, and fosters innovation, the positive effects of human and structural capital on team performance are amplified (Zada et al., 2023 ). This aspect of the study addresses a gap in the literature by highlighting the critical influence of top management on the success of intellectual capital investments. It underscores the importance of managerial involvement and strategic vision in driving research excellence and team scientific and technological performance.

Practical implications

The practical implications of the current study are weightage for organizations aiming to enhance their research and innovation capabilities and boost their scientific and technical progress. Organizations should prioritize recruiting, training, and retaining highly skilled and trained researchers and professionals globally. This can be achieved through targeted hiring practices, offering competitive compensation and retention, providing continuous professional development opportunities, and developing proper research collaboration networks. Organizations can leverage their expertize to drive innovative research and technological advancements by nurturing a global, talented workforce. Investing in robust organizational structures, processes, and systems is critical (Joseph & Gaba, 2020 ). This includes developing comprehensive databases, implementing efficient research processes, securing intellectual property, and strengthening collaborations. These factors support efficient knowledge sharing and streamline research activities, leading to higher productivity and quality research outcomes (Azeem et al., 2021 ). Organizations should ensure that their infrastructure is adaptable and can support remote and collaborative work environments.

The current study emphasizes the importance of digital platforms and tools facilitating research collaboration. Organizations should adopt advanced research collaboration networks that enable seamless communication, data sharing, and talent management. These systems are particularly crucial in a globalized research environment where team members may be geographically dispersed. Investing in such technology can significantly enhance research projects’ productivity in a sustainable way (Susanto et al., 2023 ). Top Management plays a vital role in the success of research initiatives and contributes to scientific and technological performance. Top management should actively support research teams by providing required resources, setting clear strategic directions, and fostering a culture of innovation. This includes allocating budgets for organizational research and development, encouraging cross-border collaboration, recognizing and rewarding research achievements, and enhancing overall performance. Effective Management ensures that the intellectual capital within the organization is fully utilized and aligned with organizational developmental goals (Paoloni et al., 2020 ). Organizations should create a working atmosphere that encourages research, creativity, and innovation. This can be done by establishing innovation labs, promoting interdisciplinary research, recruiting international talents, sharing research scholars, and encouraging the sharing of ideas across different departments globally. A research-oriented culture that supports innovation can inspire researchers to pursue groundbreaking work and contribute to the organization’s competitive edge.

Limitations and future research direction

The research presents numerous theoretical and practical implications; however, it has. The potential limitation of common method bias could impact the findings of this study. This concern arises because the data for the study variables were obtained from a single source and relied on self-report measures (Podsakoff, 2003 ). Therefore, it is recommended that future studies be conducted longitudinally to gain additional insights into organizations’ potential to enhance efficiency. Furthermore, it is essential to note that the sample size for this study was limited to 363 respondents who were deemed usable. These respondents were drawn from only ten research and academic institutions explicitly targeting the education and research sector.

Consequently, this restricted sample size may hinder the generalizability of the findings. Future researchers may employ a larger sample size and implement a more systematic approach to the organization to enhance the comprehensiveness and generalizability of findings in the context of global talent management and scientific and technological advancement. Furthermore, in future investigations, researchers may explore alternative boundary conditions to ascertain whether additional factors could enhance the model’s efficacy.

Numerous academic studies have emphasized the significance of examining talent management outcomes in global human resource management (HRM). The continuous international movement of highly qualified individuals is viewed as a driving force behind the development of new technologies, the dissemination of scientific findings, and the collaboration between institutions worldwide. Every organization strives to build a qualified and well-trained team, and the personnel department of the organization focuses on finding ways to transfer knowledge from experienced workers to new hires. This study uses a research collaboration system to examine the relationship between organizational intellectual capital (Human and structural Capital) and team scientific and technological performance. Further, this study underscores the moderating role of top management support. These findings offer a nuanced perspective on how organizations can leverage their intellectual assets to foster higher productivity and innovation, especially in emergencies.

Data availability

Due to respondents’ privacy concerns, data will not be publicly available. However, it can be made available by contacting the corresponding author at a reasonable request.

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Imran Saeed

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Conceptualization: Muhammad Zada and Imran Saeed. Methodology: Jawad Khan. Software: Shagufta Zada. Data collection: Muhammad Zada, Shagufta Zada and Jawad Khan. Formal analysis: Imran Saeed and Jawad Khan. Resources: Muhammad Zada. Writing original draft preparation: Muhammad Zada and Imran Saeed. Writing review and editing: Jawad Khan, Shagufta Zada. All authors have read and agreed to the published version of the paper.

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Zada, M., Saeed, I., Khan, J. et al. Navigating post-pandemic challenges through institutional research networks and talent management. Humanit Soc Sci Commun 11 , 1164 (2024). https://doi.org/10.1057/s41599-024-03697-9

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Department of Health & Social Care

Management information on recruitment to clinical research studies

Published 12 September 2024

This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected] .

Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.

This publication is available at https://www.gov.uk/government/publications/management-information-on-recruitment-to-clinical-research-studies/management-information-on-recruitment-to-clinical-research-studies

Data on the recruitment to clinical research studies, reported to the Department of Health and Social Care ( DHSC ). This release is published as management information, in accordance with the Code of Practice for Statistics , to improve transparency and support publication of the Darzi review on 12 September 2024. The Darzi review is the independent investigation of the National Health Service in England, led by Lord Darzi.

Clinical research studies are important for advancing medical knowledge and enhancing patient care. These investigations are designed to evaluate the safety, efficacy and effectiveness of new treatments, medications, devices, or interventions. Clinical research includes various types of studies, such as clinical trials and observational studies.

Clinical trials, also known as interventional studies, test new medical approaches, including drugs, vaccines and surgical procedures. They are carried out in phases to assess safety, dosing and effectiveness. Observational studies monitor and analyse the effects of specific variables on health outcomes without intervening.

By systematically investigating in this way, clinical research plays a vital role in discovering new treatments and improving healthcare practices.

Monitoring clinical research delivery

One of the ways clinical research delivery in the UK is monitored is through the UK Clinical Research Delivery Key Performance Indicators Report . This report, previously known as the Research Status Report, brings together data from the National Institute for Health and Care Research ( NIHR ) and the Medicines and Healthcare products Regulatory Agency. It monitors progress on delivering parts of the government’s vision for UK clinical research delivery. The performance indicators measure trends in:

the speed and predictability of regulatory and study set-up timelines
the delivery of research to time and target
overall recruitment levels

The report is published monthly by DHSC and is being used to support the development of policies to encourage clinical research delivery.

This publication focuses specifically on clinical research recruitment data from the UK Clinical Research Delivery Key Performance Indicators Report from April 2014 onwards. It is a supplementary management information release, showing detailed tables behind the recruitment charts published in June 2024’s UK Clinical Research Delivery Key Performance Indicators Report.

Definition of a research study

Research is defined in the UK Policy Framework for Health and Social Care Research as the attempt to derive generalisable or transferable new knowledge to answer or refine relevant questions with scientifically sound methods. This excludes: audit, needs assessments, quality improvement and other local service evaluations. It also excludes routine banking of biological samples or data except where this activity is integral to a self-contained research project designed to test a clear hypothesis.

This definition applies to all studies for which NIHR Clinical Research Network support is sought regardless of the study type or research funder.

Table 1 shows the number of participants recruited into studies since April 2014, held on the NIHR Clinical Research Network’s central portfolio management system.

The central portfolio management system consists of all studies held on the Clinical Research Network portfolio, as well as some studies held on the network portfolios of Northern Ireland, Scotland and Wales.

The data includes recruitment to both interventional and observational studies. The data represents the total number of participants recruited for a given month, based on the month and year the recruitment notification was received.

Table 1: recruitment to clinical research studies

Recruitment month and year	Number of participants
April 2014	53,127
May 2014	81,491
June 2014	60,363
July 2014	58,498
August 2014	52,321
September 2014	56,211
October 2014	62,436
November 2014	55,059
December 2014	46,203
January 2015	58,324
February 2015	63,841
March 2015	79,245
April 2015	55,841
May 2015	54,132
June 2015	63,624
July 2015	61,753
August 2015	73,360
September 2015	63,296
October 2015	61,527
November 2015	66,477
December 2015	43,906
January 2016	51,217
February 2016	54,898
March 2016	56,727
April 2016	55,838
May 2016	61,268
June 2016	70,329
July 2016	54,405
August 2016	57,022
September 2016	59,833
October 2016	56,395
November 2016	64,126
December 2016	50,328
January 2017	61,254
February 2017	60,311
March 2017	110,535
April 2017	57,058
May 2017	63,939
June 2017	74,999
July 2017	65,602
August 2017	63,852
September 2017	66,551
October 2017	74,006
November 2017	76,660
December 2017	50,561
January 2018	66,972
February 2018	77,654
March 2018	70,763
April 2018	71,401
May 2018	79,562
June 2018	101,583
July 2018	78,111
August 2018	69,173
September 2018	79,669
October 2018	102,418
November 2018	80,351
December 2018	52,956
January 2019	77,046
February 2019	85,854
March 2019	95,115
April 2019	76,893
May 2019	75,525
June 2019	69,448
July 2019	70,086
August 2019	57,268
September 2019	63,686
October 2019	81,183
November 2019	71,557
December 2019	54,106
January 2020	74,426
February 2020	71,698
March 2020	69,371
April 2020	118,865
May 2020	164,358
June 2020	235,733
July 2020	166,467
August 2020	152,595
September 2020	187,815
October 2020	193,757
November 2020	219,025
December 2020	219,465
January 2021	235,100
February 2021	198,865
March 2021	200,579
April 2021	174,143
May 2021	162,090
June 2021	171,082
July 2021	173,561
August 2021	104,394
September 2021	116,278
October 2021	86,524
November 2021	93,404
December 2021	92,956
January 2022	95,821
February 2022	91,643
March 2022	108,758
April 2022	103,638
May 2022	83,983
June 2022	94,282
July 2022	78,845
August 2022	81,659
September 2022	86,075
October 2022	89,064
November 2022	112,070
December 2022	77,792
January 2023	82,087
February 2023	80,451
March 2023	100,019
April 2023	82,115
May 2023	89,414
June 2023	104,076
July 2023	93,247
August 2023	104,386
September 2023	88,273
October 2023	94,272
November 2023	100,281
December 2023	81,339
January 2024	91,821
February 2024	94,866
March 2024	94,019

Source: NIHR Clinical Research Network, central portfolio management system

Table 2 shows the number of participants recruited into studies since April 2014, held on the NIHR Clinical Research Network’s central portfolio management system.

Table 2 includes recruitment to 3 study types:

commercial contract studies. These are studies sponsored and fully funded by the life sciences industry
commercial collaborative studies. These are studies typically funded, wholly or in part, by the life sciences industry and sponsored by a combination of life sciences industry and non-commercial organisations. This category has previously been included in non-commercial figures but it is now being presented separately to better represent the breadth of commercial studies. Commercial collaborative studies are supported in the same way as other non-commercial studies
non-commercial studies. These are studies sponsored and wholly funded by one or more non-commercial organisations, including medical research charities, universities and public funders such as NIHR and UK Research and Innovation

The data includes recruitment to both interventional and observational studies.

Table 2: recruitment to clinical research studies broken down by study type, 2014 to 2024

Recruitment month and year	Non-commercial	Commercial collaborative	Commercial contract
April 2014	43,173	5,578	4,376
May 2014	66,388	12,326	2,777
June 2014	50,265	6,927	3,171
July 2014	48,828	6,187	3,483
August 2014	43,815	5,009	3,497
September 2014	47,757	5,369	3,085
October 2014	50,973	7,761	3,702
November 2014	45,728	5,678	3,653
December 2014	38,317	5,003	2,883
January 2015	48,852	5,983	3,489
February 2015	54,665	5,675	3,501
March 2015	67,630	6,463	5,152
April 2015	46,398	5,491	3,952
May 2015	45,736	5,128	3,268
June 2015	52,262	6,359	5,003
July 2015	52,094	6,341	3,318
August 2015	65,660	4,992	2,708
September 2015	53,527	6,263	3,506
October 2015	51,673	6,508	3,346
November 2015	54,737	7,400	4,340
December 2015	35,944	5,501	2,461
January 2016	41,691	6,574	2,952
February 2016	44,330	7,153	3,415
March 2016	46,049	7,676	3,002
April 2016	46,580	6,286	2,972
May 2016	51,508	6,409	3,351
June 2016	61,073	6,254	3,002
July 2016	46,045	5,596	2,764
August 2016	48,837	5,245	2,940
September 2016	50,791	5,029	4,013
October 2016	48,241	5,313	2,841
November 2016	54,962	5,560	3,604
December 2016	43,086	4,334	2,908
January 2017	52,886	5,674	2,694
February 2017	51,752	5,208	3,351
March 2017	99,600	6,468	4,467
April 2017	48,363	4,920	3,775
May 2017	54,453	5,861	3,625
June 2017	65,652	5,645	3,702
July 2017	56,161	5,809	3,632
August 2017	53,720	6,230	3,902
September 2017	56,392	6,642	3,517
October 2017	58,803	7,150	8,053
November 2017	59,785	6,976	9,899
December 2017	41,825	4,981	3,755
January 2018	56,295	6,907	3,770
February 2018	67,389	7,026	3,239
March 2018	59,613	7,229	3,921
April 2018	58,101	9,893	3,407
May 2018	65,842	10,130	3,590
June 2018	90,507	7,226	3,850
July 2018	65,253	8,034	4,824
August 2018	56,754	7,628	4,791
September 2018	64,719	9,524	5,426
October 2018	81,222	15,107	6,089
November 2018	64,477	9,960	5,914
December 2018	43,264	6,072	3,620
January 2019	64,392	7,900	4,754
February 2019	73,602	8,027	4,225
March 2019	78,586	12,842	3,687
April 2019	65,227	8,619	3,047
May 2019	64,321	8,270	2,934
June 2019	58,436	7,384	3,628
July 2019	57,487	8,988	3,611
August 2019	46,164	8,027	3,077
September 2019	51,515	9,676	2,495
October 2019	65,035	13,081	3,067
November 2019	58,227	9,737	3,593
December 2019	43,547	8,062	2,497
January 2020	60,631	10,273	3,522
February 2020	59,870	9,134	2,694
March 2020	61,025	6,653	1,693
April 2020	115,845	2,424	596
May 2020	161,882	2,093	383
June 2020	231,322	3,031	1,380
July 2020	158,874	5,974	1,619
August 2020	146,518	4,112	1,965
September 2020	180,769	5,629	1,417
October 2020	175,345	10,031	8,381
November 2020	197,086	10,666	11,273
December 2020	205,579	9,453	4,433
January 2021	223,132	6,580	5,388
February 2021	190,285	6,573	2,007
March 2021	188,380	10,219	1,980
April 2021	159,679	12,641	1,823
May 2021	144,032	11,711	6,347
June 2021	158,606	9,939	2,537
July 2021	162,320	8,037	3,204
August 2021	93,479	8,438	2,477
September 2021	104,652	9,317	2,309
October 2021	73,910	10,407	2,207
November 2021	79,500	11,252	2,652
December 2021	84,682	6,125	2,149
January 2022	86,960	6,681	2,180
February 2022	82,369	6,405	2,869
March 2022	97,714	8,093	2,951
April 2022	91,085	8,537	4,016
May 2022	70,674	10,166	3,143
June 2022	82,982	9,150	2,150
July 2022	67,393	9,077	2,375
August 2022	68,433	10,222	3,004
September 2022	72,358	10,821	2,896
October 2022	74,041	11,959	3,064
November 2022	93,771	13,873	4,426
December 2022	65,879	8,793	3,120
January 2023	67,678	10,949	3,460
February 2023	64,479	12,045	3,927
March 2023	82,690	10,892	6,437
April 2023	69,130	8,885	4,100
May 2023	75,632	9,370	4,412
June 2023	82,690	8,525	12,861
July 2023	75,273	8,535	9,439
August 2023	82,591	9,036	12,759
September 2023	71,893	8,170	8,210
October 2023	68,843	10,785	14,644
November 2023	72,188	11,216	16,877
December 2023	49,048	7,820	24,471
January 2024	68,659	10,785	12,377
February 2024	71,830	10,266	12,770
March 2024	67,475	11,090	15,454

Methodology and quality note

Inclusion and exclusion criteria.

Recruitment is only recorded in the central portfolio management system if it meets the definitions of recruitment as outlined in the NIHR Clinical Research Network Recruitment Policy Document . For example, recruitment data is not collected for studies classified as non-consenting. These are exceptional circumstances where no form of consent can be obtained.

Only research activity with a status of confirmed and provisional is included. Research activity which is indicated as inaccurate (queried) is excluded from figures.

Confirmed status includes manually uploaded data or data from the local portfolio management system that has been confirmed as accurate by the Chief Investigator, their representative or a representative of the commercial sponsor or contract research organisation.

Provisional status is given to data from the local portfolio management system that has yet to be confirmed or that requires reconfirmation following queries.

Data source and coverage

The data has been sourced from the central portfolio management system. The central portfolio management system consists of all studies held on the Clinical Research Network portfolio, as well as some studies held on the network portfolios of Northern Ireland, Scotland and Wales.

The data is recorded monthly from April 2014 to March 2024. For the purpose of the UK Clinical Research Delivery Key Performance Indicators Report, monthly snapshots are taken according to a data cut schedule. The snapshot used in this publication was taken on 21 June 2024.

Data caveats

The data does not show recruitment to the whole clinical research system, only recruitment to studies on the central portfolio management system. Therefore, this data will be an underestimate of total clinical research recruitment in the UK.

The data is not exclusive to NHS sites and includes recruitment to non- NHS sites.

While data covers the whole of the UK, data relating to studies led by devolved administrations may be incomplete. This is because they are only included in the central portfolio management system when added by the devolved administrations.

The quality of the data is dependent on the accuracy and timeliness of recruitment data being recorded in the system.

There is often a lag between activity taking place at a study site and data being recorded in the system. This means that previous months’ data may be updated retrospectively. Changes in recruitment for individual recent months should not be taken as an indication of overall trend in recruitment.

From the 2023 to 2024 financial year onwards, the data for the commercial collaborative category will be more robust. This is due to data quality improvements linked to reporting this category separately, instead of classifying activities as purely commercial or non-commercial. Not all studies will have been reviewed retrospectively and re-classified where necessary, particularly studies that had already closed.

Using the data

The data cannot be used for:

measuring overall UK study recruitment as the data is only on studies on the central portfolio management system (not activity of the whole research environment). It is unknown what proportion of studies in the UK at that particular point in time are contributing to the figures
comparing (portfolio) recruitment over the time. The network as an organisation and its remit has changed significantly over time. Caution should be taken with time comparisons as portfolio and associated data collection may have changed
UK-wide data within the central portfolio management system across years. It has only been in recent years that UK-wide data for commercial (for example) has been collected into the central portfolio management system

The portfolio balance between observational studies and interventional ones will influence the numbers. For example, if at a particular time, the portfolio has some large sample size observational studies, this will affect recruitment numbers and make it difficult to compare to other years.

Recruitment from private sites may not be collected and so may not be included in the data.

If you have any questions in relation to these statistics, please contact [email protected] .

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'Cuddle hormone' oxytocin may provide pain relief and help curb harmful opioid use, study suggests

by Alisha Katz, University of Florida

In the midst of America's growing opioid crisis, a much healthier alternative to long-term pain management is emerging—one affectionately known as "the cuddle hormone," or oxytocin.

University of Florida researchers are currently investigating whether a synthetic version of this naturally-occurring human hormone can be used in conjunction with prescription drugs to help curb opioid addictions, especially in susceptible older adults.

An interdisciplinary research team is conducting the two-year study and completion is expected in April 2025.

"The idea is that physicians could potentially prescribe, in combination, an opioid and oxytocin as an acute pain management option, while at the same time lessening the likelihood of developing an addiction to opioids," said Meredith Berry, Ph.D., an assistant professor in the UF College of Health & Human Performance's Department of Health Education & Behavior.

Berry is one of the study's lead researchers, along with Yenisel Cruz-Almeida, Ph.D., an associate professor in the UF College of Dentistry's Department of Community Dentistry and Behavioral Science and the associate director of the Pain Research & Intervention Center of Excellence; and Natalie Ebner, Ph.D., a professor in the UF College of Liberal Arts and Sciences' Department of Psychology and associate director of the Center for Cognitive Aging and Memory Clinical Translational Research at the McKnight Brain Institute.

The team is analyzing whether oxytocin—which produces positive feelings in the body and is the hormone most known for its role in stimulating child labor , supporting parent-child bonding, and other social-affiliative processes—can be used as a potential pain reducer while simultaneously decreasing the desire for long-term opioid use.

While opioids can be highly effective for short-term pain relief, Berry said, pharmaceutical alternatives for acute pain could lead to less addicting habits.

In a double-blind, randomized, placebo-controlled study, 30 participants between the ages of 55 and 85 with a history of some opioid use will take synthetic oxytocin via a nasal spray, or take a placebo shortly after administering oral oxycodone.

Subjects will then rate how much they like the drugs, and their cardiovascular, respiratory, cognitive, and affective responses to the drugs will be tracked. Additionally, pain measures will be collected by inducing acute mechanical pain, including subtle force applied to participants' thighs, and thermal pain, such as cold and heat applied to participants' hands.

Ebner will analyze the changes in mood and the cognitive outcomes, Cruz-Almeida will examine the effects of the drugs versus placebo on pain response, and Berry will evaluate the potential of reduced opioid addiction to understand the effects of the drug combinations. Physicians from the UF College of Medicine are also involved in the study to oversee participant safety.

"Collaborating with a multidisciplinary team—each member bringing expertise from various fields yet united by a deep understanding of pain and addiction—allows us to evaluate the data and implications through a diverse and comprehensive lens," Berry said.

Developing innovative, non-addictive options for pain management continues to be critical work in the current health landscape. In 2021, approximately 60 million people used opioids, and 39.5 million people developed a drug use disorder, according to the World Health Organization .

In 2017, the U.S. Department of Health and Human Services declared the opioid crisis a national public health emergency. And, as recently as June, the department issued a renewal of determination, affirming that the opioid crisis remains a public health emergency.

Midlife and older adults, who are frequently prescribed opioids for pain, are developing opioid addictions at an increased rate. Incorporating synthetic oxytocin into these patients' pain management routines could be a game changer.

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Research Skills for Management Studies
The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies.
Research Skills for Management Studies
Research Skills for Management Studies. Alan Berkeley Thomas. Psychology Press, 2004 - Business & Economics - 269 pages. The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct ...
Research Skills for Management Studies
The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies.
Research Skills for Management Studies
The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies. Designed as a comprehensive introduction to the main phases of a research project, this textbook ...
Research skills for management studies : Thomas, Alan (Alan Berkeley
Research skills for management studies by Thomas, Alan (Alan Berkeley) Publication date 2004 Topics Management -- Study and teaching Publisher London ; New York : Routledge Collection inlibrary; printdisabled; internetarchivebooks Contributor Internet Archive Language English. xvi, 269 p. : 24 cm
Research Skills for Management Studies
Research Skills for Management Studies. November 2003. DOI: 10.4324/9780203006146. Authors: Alan Berkeley Thomas. To read the full-text of this research, you can request a copy directly from the ...
Research Skills for Management Studies
The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies.
Research Skills for Management Studies 1st Edition, Kindle Edition
Research Skills for Management Studies - Kindle edition by Thomas, Alan Berkeley. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Research Skills for Management Studies.
Essential Skills for Management Research
Based on management research methods course needs, and written by expert academics in the field, this book is informed by the requirements of students, professionals and lecturers in management research. Essential Skills for Management Research places emphasis on the more practical concerns of management researchers, focusing on the detail of ...
Research Skills for Management Studies
The recent growth of interest in the systematic study of management has transformed a once neglected area of research into one that now attracts a huge number of postgraduate students. Despite this, there has been a distinct lack of research guides tailored specifically for management studies.
Essential Skills for Management Research
SAGE, Jul 23, 2002 - Business & Economics - 282 pages. Essential Skills for Management Research provides an authoritative overview of research methodology for both students and professional researchers in management. Based on management research methods course needs, and written by expert academics in the field, this book is informed by the ...
Sage Academic Books
Essential Skills for Management Research provides an authoritative overview of research methodology for both students and professional researchers in management. Based on management research methods course needs, and written by expert academics in the field, this book is informed by the requirements of students, professionals and lecturers in ...
What Are Research Skills? Types, Benefits, & Examples
Research skills are practically any skill used to investigate or analyze information relevant to a topic of interest.. Broadly, it includes a range of talents required to: Find useful information. Perform critical analysis. Form hypotheses. Solve problems. It also includes processes such as time management, communication, and reporting skills to achieve those ends.
Research Skills for Management Studies
Read "Research Skills for Management Studies" by Alan Berkeley Thomas available from Rakuten Kobo. The recent growth of interest in the systematic study of management has transformed a once neglected area of research in...
10 Steps to Expert Research Skills
The book can be used either with a teacher or for self-study, and is clearly organised into four parts, with each divided into short units that contain examples, explanations and exercises for use in the classroom or for self-study: The Writing Process, from assessing sources to proofreading Elements of Writing, practising skills such as making ...
Research Concepts for Management Studies
Together with its companion volume, Research Skills for Management Studies (Routledge, 2003), this book offers management students a challenging but accessible introduction to research methods and concepts, irrespective of their field of specialization. By its very nature, management is a multidisciplinary enterprise.
Research skills for management studies
Select search scope, currently: catalog all catalog, articles, website, & more in one search; catalog books, media & more in the Stanford Libraries' collections; articles+ journal articles & other e-resources
11 Tips to Improve Your Research Skills for Academic Success
Below, we examine these strategies to help you improve your research skills. 1. Always Create a Research Strategy Document. Think of strategy as a roadmap highlighting how you want to attack the research problem. We believe creating a strategy before diving knee-deep into research provides clarity and saves you time.
Research Skills: What They Are and How They Benefit You
Research skills give you the ability to gather relevant information from different sources and analyse it critically in order to develop a comprehensive understanding of a subject. Thus, research skills are fundamental to academic success. Developing these skills will improve your studies, helping you understand subjects better and positioning ...
Research Skills: What They Are and Why They're Important
Critical thinking refers to a person's ability to think rationally and analyze and interpret information and make connections. This skill is important in research because it allows individuals to better gather and evaluate data and establish significance. Common critical thinking skills include: Open-mindedness. Inference.
Research Skills for Management Studies
Using Action Research to Connect Practice to Learning: A Course Project for Working Management Students. G. Dehler Rosemary K. Edmonds. Education, Business. 2006. A long-standing challenge for management educators concerns developing pedagogies that confront the complexities associated with the process of managing.
Management Skills: Articles, Research, & Case Studies on Management
Learning to Manage: A Field Experiment in the Indian Startup Ecosystem. by Aaron Chatterji, Solene Delecourt, Sharique Hasan, and Rembrand Koning. This study of 100 high-growth startups in India finds that founder-executives can learn how to improve their management style from their peers at other firms.
10 Essential Managerial Skills and How to Develop Them
First, sharing tasks with others saves you time at work and reduces your stress levels. Delegating also engages and empowers your employees, helps build their skill sets, and boosts productivity in the workplace. 2. Ability to inspire and motivate. Employees depend on managers for support and guidance.
Back to School for Graduate Studies in Clinical Research: A Snapshot of
With the end goal of reaching a sustainable environment of high-quality, inclusive, compliant, and impactful studies and research roles, the August 2024 issue of Clinical Researcher invites you to explore the theme of "New Destinations in Clinical Research: You CAN Get There from Here."Eye-opening layovers and side quests along the way will consider adventures in career development, hiring ...
Navigating post-pandemic challenges through institutional research
Human capital and team scientific and technological performance. According to Dess and Picken (), HUC encompasses individuals' capabilities, knowledge, skills, research techniques, and ...
Management information on recruitment to clinical research studies
Data on the recruitment of participants to clinical research studies, reported to the Department of Health and Social Care (DHSC).
Study finds that Dungeons & Dragons enhances social skills ...
Gaming; Tech Culture; healthcare; dungeons and dragons; Study finds that Dungeons & Dragons enhances social skills for autistic players This and other research support what many therapists have ...
Achieve your research goals: a project management toolkit for graduate
Project management tools are frequently used in industry to improve the efficiency and effectiveness of scientific outcomes []; yet, they represent an underused opportunity in graduate school to support students in their open-ended research endeavors.Graduate school involves navigating a nebulous and risk-laden path to novel discovery, not unlike entrepreneurial settings.
Management information on recruitment to clinical research studies
Source: NIHR Clinical Research Network, central portfolio management system Table 2 shows the number of participants recruited into studies since April 2014, held on the NIHR Clinical Research ...
'Cuddle hormone' oxytocin may provide pain relief and help curb harmful
In the midst of America's growing opioid crisis, a much healthier alternative to long-term pain management is emerging—one affectionately known as "the cuddle hormone," or oxytocin.

Research Skills for Management Studies

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Research Skills: What They Are and How They Benefit You

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