2022
DOI: 10.5465/amle.2021.0233
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Cocreating Forward: How Researchers and Managers Can Address Problems Together

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Cited by 31 publications
(22 citation statements)
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“…If a significant impact is to be achieved, however, the study of these and other topics cannot be done in isolation but requires collaboration between academia and practice. While 'there is no single silver bullet to impact' (Bansal & Sharma, 2022, p. 831), we believe that the 'Cocreating Forward Approach' suggested by Sharma et al (2022), which invites researchers and managers to come together to cocreate solutions for wicked problems, is particularly relevant in the context of SDGs. By building bridges across academia and practice to address future emerging or evolving issues, we would not only be contributing to the theory of practice (Jarzabkowski, 2004;Jarzabkowski & Spee, 2009;Whittington, 2006) but also be moving the field of management research from simply generating insights to actual practical impact.…”
Section: Learning From the Implementation Of The Sdg Adoption Frameworkmentioning
confidence: 99%
“…If a significant impact is to be achieved, however, the study of these and other topics cannot be done in isolation but requires collaboration between academia and practice. While 'there is no single silver bullet to impact' (Bansal & Sharma, 2022, p. 831), we believe that the 'Cocreating Forward Approach' suggested by Sharma et al (2022), which invites researchers and managers to come together to cocreate solutions for wicked problems, is particularly relevant in the context of SDGs. By building bridges across academia and practice to address future emerging or evolving issues, we would not only be contributing to the theory of practice (Jarzabkowski, 2004;Jarzabkowski & Spee, 2009;Whittington, 2006) but also be moving the field of management research from simply generating insights to actual practical impact.…”
Section: Learning From the Implementation Of The Sdg Adoption Frameworkmentioning
confidence: 99%
“…In such contexts, unilateral action by firms and even industry-level cooperation are unlikely to catalyze systemic change. Given the dynamic nature of interwoven social and ecological systems, organizations need to find ways of cooperating that account for the emerging nature of the problems encountered (Sharma et al 2022).…”
Section: Purpose As a Catalyst Of Systemic Changementioning
confidence: 99%
“…Current debates in the fields of organization development and organization theory have evolved to understand how and why IOC can help solve major societal challenges (Gray & Purdy, 2018; Gümüsay & Reinecke, 2022; Sharma et al, 2022). This issue has been reinforced not only in academia but in practitioner contexts, especially after acknowledging that IOC is a key pillar for attaining the Sustainable Development Goals (SDGs)— SDG 17: Partnerships for The Goals , one of the most ambitious multinational agreements (backed by the United Nations) to provide “a shared blueprint for peace and prosperity for people and the planet, now and into the future” (United Nations, 2022).…”
Section: Approaching Ioc From a Normative Stance: In Search Of Resear...mentioning
confidence: 99%
“…It implies tackling grand challenges by exploring and/or co-creating developments before they are reality, and involves engaging in collective acts of imagination that seek “to articulate desirable futures and then, ‘backcast’ as to how they might become more likely” (Gümüsay & Reinecke, 2022, p. 239). For researchers, this is a challenging endeavor, as it implies collaborating with multiple stakeholders in a process of future-forming theory building (Gergen, 2015; Pavez et al, 2021a; Sharma et al, 2022), where the focus is to “study, conceptualize, and theorize what is not (yet) observable and does not (yet) exist” (Gümüsay & Reinecke, 2022, pp. 236–237).…”
Section: Approaching Ioc From a Normative Stance: In Search Of Resear...mentioning
confidence: 99%