Summary of the impact

Research undertaken by Starkey and colleagues has informed the development of a particular philosophy and practice of research. This has informed policy debates about the nature of effective management research for engaging with practice — now widely referred to as co-production — and led to new insights into the practice of policymaking in government. The research informed (1) the development of a new approach to policymaking adopted by the previous administration in work conducted for and with the Cabinet Office with senior civil servants and representation from the House of Lords; (2) collaborative work on the development of low carbon communities which was conducted with the Department of The Environment and Climate Change.

Summary of the impact

Impact for the CPHR is derived from its collaborative partnership between their world-leading HR researchers and 20 primary sponsor organisations. Through this network the Centre stays abreast of the current issues facing HR directors. This co-production of knowledge generates performance-driven solutions that have benefit to the wider business community. These are distributed through high-impact white papers, journal articles and initiatives with the CIPD (the professional HR institution). Examples of organisational impact include a new strategy at McDonald's `Trust Based HR' and a 20% increase in job satisfaction of employees aged 60+ and the creation of an Executive Vice-President position at Shell.

Summary of the impact

The impact of the research detailed in this case study has been made at four levels:

• on management and leadership practice generally given wide dissemination through public debate, the media and practitioner orientated journals;
• direct influence on management and leadership education and practice in professional bodies by stimulating policy development in the Chartered Management Institute, the Australian Institute of Management and the Malaysian Productivity Council;
• direct impact in organisations that have used the research to improve business practice through consultancy interventions (Telford and Wrekin Council and the UK National School of Government);
• commercial impact in Simplyhealth and Spring International that have used the research to develop new products and markets.

Summary of the impact

UWE research has informed the implementation of HR policy to support front-line managers more effectively in their role as people managers in diverse organisations (e.g. Selfridges, the Royal United Hospital, Bath, and the MOD). This research has provided empirical evidence that front-line managers (such as team leaders) are critical to organisational effectiveness and makes recommendations on the supportive conditions necessary to improve their behaviour in people management. It has also directly influenced the policies and learning materials of the Chartered Institute of Personnel and Development, as well as advisory materials produced by ACAS, and a variety of public policy documents that have informed organisations' HR practice in supporting and developing front-line managers.

Summary of the impact

Lynda Gratton has examined how the transformational forces of globalization and technology are changing the nature of work and how organizations can prepare for this transformation. This has been particularly infb02uential for multinational corporations that are seeking to become more innovative and productive in the face of the extraordinary transformation of their external context. Gratton's research has achieved substantial and far-reaching impact via her highly infb02uential books and practitioner-orientated articles; its signifb01cance is recognized by major prizes and awards from the business community; and it illustrates the use of specifb01c channels (Gratton's Hot Spots Movement; and The Future of Work Consortium) to convert academic research into real-world impact.

Summary of the impact

In the wake of a series of terrorist attacks (e.g. 9/11, the London bombings of 2005), there has been an increased awareness of the importance of governmental, organisational and civil society's preparedness for responding to major catastrophic events. Dr Sullivan-Taylor's research examines risk and resilience management of extreme events by taking a practice-based point of view that seeks to integrate private and public sector management. As a result of the research, policy-makers have a more robust evidence base to draw on and individual organisations are better placed to ensure their own resilience through improved business planning.

Summary of the impact

This case study details the impact of Stephen Howlett's research on the development of third sector volunteer management practices. Howlett's research investigates the sector's capacity to address the management of volunteers, especially in the context of unpaid workforce formalisation, and the means by which both organisations and volunteers gain from involvement. Through a series of operational reviews, reports, and professional thinking and action in the UK and internationally, this research has had an impact on the sector in two ways; 1) it has directly influenced policy and practice within specific organisations and 2) has impacted strategic thinking within the wider sector.

Summary of the impact

University of Reading research produced a tool to measure the key drivers of stakeholder behaviour. This has been applied in a wide range of situations — notably when organisations have set out to improve relationships with stakeholders in complex and potentially high risk situations.

Four examples are given here.

• Shell, which has used the tool as the foundation of its global stakeholder engagement policy. Some of the company's senior leaders from around the world have been trained in how to use the tool, which guides interaction with stakeholders on issues such as gas exploration, the use of unconventional gas and employee engagement.
• Unilever, where the tool is used to inform communications strategy in relation to sustainability among key stakeholders, particularly employees, key opinion formers and across the global supply chain.
• HM Revenue & Customs (HMRC), where the tool is used to guide and improve relationships with individual, SME and large corporate taxpayers, thus leading to more efficient tax collection.
• Oxfam where the tool is used to train the charity's lead officers around the world how to better respond to emergencies and humanitarian disasters.

Summary of the impact

Loughlin's research criticises the drive towards impersonal decision-making procedures across a range of professional practices, aiming to revive approaches placing the cultivation of the virtues, of sound judgement, at the centre of all practical discussion. It has empowered opponents of formalism in management and policy, and scientism in medical practice. This case study concerns Loughlin's identification of the limitations of Evidenced-Based Medicine (EBM), and development of an alternative, evidence-informed approach. Loughlin has communicated his research beyond a narrow academic audience, to a wide range of professional groups, triggering a growing recognition of the need for a humanist, person-centred alternative to EBM. Practitioners and patients alike benefit from the requirement to frame all debates about good practice with reference to the understanding that the parties to the clinical encounter are persons.

Summary of the impact

This case study refers to the development of strategic public affairs management and associated research on political risk and the regional economy at the University of Chester. It demonstrates both impact on business strategy at international levels and influence on government policy. The Bank of America (MBNA) case is evidenced as an example of effective public affairs research. The business is the largest service based centre in the region, accounting for 3% of Cheshire's GDP (2011). The research has informed both strategy and policy for business and government resulting in the retention of a major international business in the North West.