“Workplaces in the mind” as metaphor: advising industry managers doing doctoral research about organisational change management

Abstract

Purpose

This study aims to reflect on “good practices” in doctoral research supervision and transfer the author’s experience to other academics. The author explains the sources of his approach to doctoral research supervision drawing on traditional practice in adult learning and some reference to phenomenology as a “meeting of minds” between academic and industry mindsets.

Design/methodology/approach

This is a reflective paper condensing many years of practical experience advising industry managers doing doctoral research. It is not an empirical study as such but draws on extensive practitioner experience based on many successful PhD completions in the business and management domain.

Findings

There are no empirical findings as such, but ample practical experience of doctoral research process and outcomes over 40 years of supervision in both the UK and Australian Universities.

Research limitations/implications

Generalisation is limited to the number of doctoral research completions (between 70 and 80).

Practical implications

The paper concludes with indicators of what the author regards as “good practices” in doctoral research supervision.

Social implications

None is directly applicable, but academe-industry working partnerships might be improved with the author’s learner- and customer-centred approach to doctoral research with adults in senior positions in the industry wanting to do research.

Originality/value

This paper is based entirely on the author’s own working experience as a senior academic in UK and Australian Universities.

Citation

Elsey, B. (2024), "“Workplaces in the mind” as metaphor: advising industry managers doing doctoral research about organisational change management", Journal of Workplace Learning, Vol. 36 No. 6, pp. 417-427. https://doi.org/10.1108/JWL-04-2024-0070