Globalizing Actors in Multinational Companies: The Creation, Diffusion, Implementation and Contestation of Global Norms
Lead Research Organisation:
Loughborough University
Department Name: Loughborough University in London
Abstract
In a globalised economic and business context, the norms that shape human resource management travel internationally. This is particularly the case within the multinational company, where individuals are responsible for the creation, diffusion, interpretation and negotiation of norms - which may be rules, principles or guidelines - across international operations. We refer to such individuals as "globalizing actors". The aim of our research is to identify the resources mobilized by globalizing actors in the creation, diffusion, interpretation and negotiation of norms concerning the global coordination of human resources (see 'Objectives' for more detail).
Previous research has examined individuals in important international positions, focusing on their orientations and values (e.g. whether they possess 'global mindsets'), the management of international assignments and the characteristics of members of the international business elite. However, these literatures have not systematically examined the actual roles of globalizing actors within firms, and precisely how they create, diffuse, and manage international norms.
We examine what such actors actually do within a theoretical framework that sees the behaviour of globalizing actors as shaped by institutions: the institutions in the country in which they originated affect their competencies; they must be sensitive to a variety of host national institutions; and they must navigate their way through a growing range of transnational institutions. Their role is also shaped by organizational context, particularly how the firm derives synergies from integrating their operations internationally, which influences the types of global norms required.
However, globalizing actors are not prisoners of institutional and organizational contexts. They can create new norms, develop strategies that help shape the 'rules of the game' and attempt to exploit institutional contradictions and ambiguities. We will explore the individual level resources of these actors to deal with these contexts, such as their skills and knowledge - 'human capital' - the relationship these actors have to others in terms of power, position and trust - their 'social capital' - and their transnational experiences or exposure.
We will examine UK MNCs, both at home and across subsidiaries in Europe, North America and East Asia. The research will use multiple methods, consisting of five steps:
1. Pilot Work. Using seed-corn funding, we have tested key concepts and generated contacts for twelve full case studies in subsequent stages of the research.
2. UK interviews. These will focus on those charged with creating new norms, spreading them across international operations, or ensuring compliance.
3. Foreign Subsidiary Interviews. We will conduct interviews in the international operations of each firm, enabling us to understand frames of reference and actor choices in foreign subsidiaries.
4. Multi-level Survey. The survey of a set of globalizing actors will establish individual level capabilities associated with the establishment and diffusion of global norms.
5. Quantitative Diary Study. This methodological innovation allows us both to explore what globalizing actors actually do and to test predictors of behaviours and attitudes.
The research will make a substantial and distinctive contribution to understanding of the processes of international management, through focusing on individual "globalizing actors" within the contexts of the multiple institutional and organisational contexts within which they make decisions. Equally, through the development and communication of a strong evidence base on how firms build individual and organisational capabilities in international management, the research also aims to enable improvements in the economic effectiveness of UK firms with overseas operations, while acting in ways that respond to the need for social responsibility at local-host and global levels.
Previous research has examined individuals in important international positions, focusing on their orientations and values (e.g. whether they possess 'global mindsets'), the management of international assignments and the characteristics of members of the international business elite. However, these literatures have not systematically examined the actual roles of globalizing actors within firms, and precisely how they create, diffuse, and manage international norms.
We examine what such actors actually do within a theoretical framework that sees the behaviour of globalizing actors as shaped by institutions: the institutions in the country in which they originated affect their competencies; they must be sensitive to a variety of host national institutions; and they must navigate their way through a growing range of transnational institutions. Their role is also shaped by organizational context, particularly how the firm derives synergies from integrating their operations internationally, which influences the types of global norms required.
However, globalizing actors are not prisoners of institutional and organizational contexts. They can create new norms, develop strategies that help shape the 'rules of the game' and attempt to exploit institutional contradictions and ambiguities. We will explore the individual level resources of these actors to deal with these contexts, such as their skills and knowledge - 'human capital' - the relationship these actors have to others in terms of power, position and trust - their 'social capital' - and their transnational experiences or exposure.
We will examine UK MNCs, both at home and across subsidiaries in Europe, North America and East Asia. The research will use multiple methods, consisting of five steps:
1. Pilot Work. Using seed-corn funding, we have tested key concepts and generated contacts for twelve full case studies in subsequent stages of the research.
2. UK interviews. These will focus on those charged with creating new norms, spreading them across international operations, or ensuring compliance.
3. Foreign Subsidiary Interviews. We will conduct interviews in the international operations of each firm, enabling us to understand frames of reference and actor choices in foreign subsidiaries.
4. Multi-level Survey. The survey of a set of globalizing actors will establish individual level capabilities associated with the establishment and diffusion of global norms.
5. Quantitative Diary Study. This methodological innovation allows us both to explore what globalizing actors actually do and to test predictors of behaviours and attitudes.
The research will make a substantial and distinctive contribution to understanding of the processes of international management, through focusing on individual "globalizing actors" within the contexts of the multiple institutional and organisational contexts within which they make decisions. Equally, through the development and communication of a strong evidence base on how firms build individual and organisational capabilities in international management, the research also aims to enable improvements in the economic effectiveness of UK firms with overseas operations, while acting in ways that respond to the need for social responsibility at local-host and global levels.
Planned Impact
This project examines the building of individual and organisational capabilities in international management, with a focus on UK-owned businesses. Through detailed research across a range of firms, we will identify what, in the specific national and market contexts of different firms, can be identified as good (or bad) practice in dealing with globalizing operations. Through the process of performing the fieldwork, and the impact strategy presented in the "Pathways to Impact" document, we aim to provide firms and other relevant stakeholders with an evidence base which targets both efficiency and effectiveness through better management practice. It also aims to mitigate the severe reputational risks that firms run when international management practices fail to ensure acceptable social outcomes in their international operations.
Specifically, the research targets impact in the following areas beyond the academic research community:
First, as the project consists of firm-level research into the organisation of international management, our research is intended to impact on participant firms. This will be done through the development of 'lessons learned' for the international coordination of business, and the identification and management of globalizing actors themselves, which are grounded in the specific circumstances of those firms.
Second, we envisage a wider impact on the UK's commercial private sector, through the development and communication of a strong evidence base on how firms build individual and organisational capabilities in international management. As our research will feature both large established multinational corporations, and smaller firms which have internationalised recently, this impact is expected to cover globalising SMEs as well as the leading British-owned firms. Both these groups are of crucial importance to UK economic growth and provision of quality jobs, while their ownership makes them additionally crucial to the UK tax base.
Third, we will target impact with professional bodies (such as the Chartered Institute for Personnel and Development), and with sectoral associations such as the National Microelectronics Institute. We will engage with such associations to provide contextually relevant recommendations for the practice of international human resource management, in an area often dominated by recommendations of US-owned consultancies which show little context sensitivity.
Fourth, we anticipate that the outcomes of this research will usefully feed into the work of government agencies (e.g. UKTI, devolved administrations) which have as part of their remit, to support UK firms in their internationalisation processes. While UK government agencies generally refrain from involvement in firms' managerial processes, insights based on our research are particularly likely to be useful to the efforts of such bodies to promote new or expanding international firms. Further, the research will identify the transformative effect of globalising actors and thus feed into UK professional associations' efforts on training and developing capability to attract global talent and business.
The research is also likely to have lessons for broader management education in the UK and elsewhere. The educational resources available for those pursuing careers in international management often lack sensitivity to national institutional/cultural contexts, and/or to specific contextual factors such as sector, etc. The development of a stronger evidence base, centered on UK firms, therefore has the potential to create impact at the individual level for those interested in pursuing careers which involve management across borders.
Benefits to the general public we see in terms of creating wider awareness of the role of international firms and skills in the face of global labour market competition.
Details of the mechanisms by which we will seek to pursue impact is detailed in the Pathways to Impact.
Specifically, the research targets impact in the following areas beyond the academic research community:
First, as the project consists of firm-level research into the organisation of international management, our research is intended to impact on participant firms. This will be done through the development of 'lessons learned' for the international coordination of business, and the identification and management of globalizing actors themselves, which are grounded in the specific circumstances of those firms.
Second, we envisage a wider impact on the UK's commercial private sector, through the development and communication of a strong evidence base on how firms build individual and organisational capabilities in international management. As our research will feature both large established multinational corporations, and smaller firms which have internationalised recently, this impact is expected to cover globalising SMEs as well as the leading British-owned firms. Both these groups are of crucial importance to UK economic growth and provision of quality jobs, while their ownership makes them additionally crucial to the UK tax base.
Third, we will target impact with professional bodies (such as the Chartered Institute for Personnel and Development), and with sectoral associations such as the National Microelectronics Institute. We will engage with such associations to provide contextually relevant recommendations for the practice of international human resource management, in an area often dominated by recommendations of US-owned consultancies which show little context sensitivity.
Fourth, we anticipate that the outcomes of this research will usefully feed into the work of government agencies (e.g. UKTI, devolved administrations) which have as part of their remit, to support UK firms in their internationalisation processes. While UK government agencies generally refrain from involvement in firms' managerial processes, insights based on our research are particularly likely to be useful to the efforts of such bodies to promote new or expanding international firms. Further, the research will identify the transformative effect of globalising actors and thus feed into UK professional associations' efforts on training and developing capability to attract global talent and business.
The research is also likely to have lessons for broader management education in the UK and elsewhere. The educational resources available for those pursuing careers in international management often lack sensitivity to national institutional/cultural contexts, and/or to specific contextual factors such as sector, etc. The development of a stronger evidence base, centered on UK firms, therefore has the potential to create impact at the individual level for those interested in pursuing careers which involve management across borders.
Benefits to the general public we see in terms of creating wider awareness of the role of international firms and skills in the face of global labour market competition.
Details of the mechanisms by which we will seek to pursue impact is detailed in the Pathways to Impact.
Publications
Almond P
(2021)
Global norm-making processes in contemporary multinationals
in Human Resource Management Journal
Edwards T
(2021)
International human resource management in multinational companies: Global norm making within strategic action fields
in Human Resource Management Journal
Edwards T
(2021)
Whither national subsidiaries? The need to refocus international management research on structures and processes that matter
in Journal of International Business Studies
Edwards T
(2024)
Forgotten globalizing actors: towards an understanding of the range of individuals involved in global norm formation in multinational companies
in Journal of International Business Studies
Edwards T
(2017)
Globalizing Actors and "Global Work": Towards a Conceptual Framework
Almond P
(2018)
Formality and Informality in Global Norm-Making
Edwards T
(2017)
Strategic Action Fields, Norms, and Institutions
Almond P
(2018)
Formality and Informality in Norm-making
Description | Multinational companies (MNCs) are increasingly integrated across borders in that there are multiple structural linkages and operational inter-dependencies across borders, yet are also increasingly dispersed across more geographies. This places a greater variety of people across the organizational hierarchy and across functions at the forefront of global issues. We embarked on this research project to open the 'black box' of how global integration occurs in modern MNCs. In researching the issue of 'global norms', we were guided by five goals. First, we identified multiple types of 'globalizing actors' (GAs) who contribute to cross-border integration in British MNCs. They are a diverse group, differing in terms of the nature of their role, how they exert their influence, and the extent of their reach. Some GAs are well-documented 'high power' actors, such as company directors or people on international assignments, but others have been less considered previously. These 'forgotten' globalizing actors are crucial to the enactment of global strategies and can bring about 'bottom-up' norm formation. The second goal was to detail the behaviours and routines in the international element of their work by building on a 'strategic action fields' framework. This framework sees global norms as clustering together into a 'multi-polar web' and establishes an approach to global norm-making that is contextualized, personalized and contested. Our third goal was to analyse the strategies GAs use to create, disseminate, contest and subvert global organizational norms. Based on extensive fieldwork, we found that the creation of successful norms-those widely accepted and shaping behaviour-requires GAs to strike the right balance between formal and informal elements on four dimensions: the extent to which the norm is codified, the mechanisms for its enforcement, the organizational platforms used, and how the new norm aggregates with existing norms. Our fourth goal was to identify the individual-level skills and capabilities associated with global norm-making. A multi-source survey across several large organizations allowed us to develop a skills framework comprising three core components: a set of relational behaviours concerning 'social skills' around how the globalizing actor manages the social context of their working environment in order to get things done; a set of network communication behaviours encapsulating ways in which globalizing actors gather information, expertise, and know-how in support of their global norming work; and performance of the norm-making behaviours themselves, including the extent to which globalizing actors engage in creating, disseminating, implementing or monitoring new global work practices or processes. s We found these three components to be closely related to each other. Fifth, we sought to understand the relationship between competence-building on the individual level and global corporate strategy. Results from our quantitative multi-level analysis show that performing the GA role and the associated sets of skills furthers the organization's globalizing goals by positively influencing colleague understanding of global norms. This gives globalizing actors an important role in maintaining employee commitment, motivation and morale during times of change. |
Exploitation Route | We engaged participating companies as key stakeholders throughout our research, continuously feeding back emerging findings. One of our participating companies is using our skills framework to enhance their training provision for those in global roles. We have also developed a close relationship with the CIPD, who will publish a thought leadership piece on insights from the project in March 2020. This will be accompanied with materials (short articles and talking head videos) for a practitioner audience on the project website (globalizingactors.com). Our work has also generated significant academic interest. In the proposal we indicated that there was a prospect of comparative studies, and these have been realised through collaboration with teams in Canada and Korea. We hosted an international conference on Globalizing Actors in 2019 to bring together researchers seeking to advance this work. The project is also producing new streams of research, notably a study of GAs in Chinese MNCs led by Dr Ling Zhang within Loughborough London. The PI, Professor Edwards, has recently been awarded another grant with Dr Luda Svystunova of Loughborough London under the TAP scheme for a project entitled 'Social Innovation Processes in and around Multinational Companies' which builds on the GAs project. |
Sectors | Chemicals Construction Creative Economy Digital/Communication/Information Technologies (including Software) Electronics Financial Services and Management Consultancy Manufacturing including Industrial Biotechology Pharmaceuticals and Medical Biotechnology Retail Other |
URL | http://www.globalizingactors.com |
Description | We wrote an article for the CIPD on the implications of 'forgotten globalizing actors' which was read widely. It stressed the importance to organizations of being aware of the wide range of individuals who contribute to global norm-making in multinational companies |
First Year Of Impact | 2019 |
Sector | Creative Economy,Other |
Impact Types | Economic |
Description | Experts in Social Dialogue and Working Life Developments, European Foundation for the Improvement of Living and Working Conditions, 2018-2022. |
Geographic Reach | Europe |
Policy Influence Type | Participation in a guidance/advisory committee |
Description | Presentation given on "Managing Change and the importance of Social Skill" to NHS Leaders at James Pagett Hospital, Yarmouth. |
Geographic Reach | Local/Municipal/Regional |
Policy Influence Type | Influenced training of practitioners or researchers |
Impact | Educational programme incorporating conceptual ideas and evidence from the research for about 25 NHS leaders. Audience reported change in views, opinions or behaviours. |
Description | Professional Workshop to input to Scottish parliament cross party working group on workplace health in Scotland |
Geographic Reach | Local/Municipal/Regional |
Policy Influence Type | Participation in a guidance/advisory committee |
Description | Workshop on Strategic HRM for Executives as part of an MBA educational programme |
Geographic Reach | Multiple continents/international |
Policy Influence Type | Influenced training of practitioners or researchers |
Impact | The workshop was part of an MBA educational programme which included about 20 managers from 5 countries across the globe. Audience reported change in views, opinions or behaviours. |
Description | Workshop on Wellbeing Implementation and Socially skilled actors organized for the East of England Regional Wellbeing Task Force to engage with industry/business |
Geographic Reach | Local/Municipal/Regional |
Policy Influence Type | Influenced training of practitioners or researchers |
Title | A survey instrument and a diary study instrument |
Description | We have developed, tested and are now running a new survey instrument and a new diary study instrument. These will be lodged at the ESRC Data Archive in due course |
Type Of Material | Improvements to research infrastructure |
Year Produced | 2018 |
Provided To Others? | No |
Impact | It is too early to detect the impact |
Description | Institutional Experimentation for Better Work (SSHRC Canada, $2.6 million, PI Gregor Murray), on which Edwards, Almond and Tregaskis are co-investigators. |
Organisation | University of Montreal |
Country | Canada |
Sector | Academic/University |
PI Contribution | The project is a component part of the Major Research Partnership on Institutional Experimentation for Better Work (SSHRC Canada, $2.6 million, PI Gregor Murray), on which Edwards, Almond and Tregaskis are co-investigators. All three regularly participate in conferences and project meetings related to this Partnership, which draws linkages between the ESRC project and a wide range of cross-disciplinary research from a network of over 150 researchers in 18 partner centres worldwide. The two researchers, Dr Kern and Dr Kim, are also now integrated into this network and benefitting from its activities. |
Collaborator Contribution | The involvement to this point has involved taking part in workshops and conferences and identifying elements of a long-term, collaborative research programme. We are also developing the globalizing actors work as a case, or set of cases, of institutional experimentation. |
Impact | There have not been outputs yet. The work is inter-disciplinary, bringing together researchers across management, sociology, political science, economics and law. |
Start Year | 2017 |
Description | The UK team's collaboration with equivalent teams in Canada and Korea |
Organisation | Seoul National University |
Country | Korea, Republic of |
Sector | Academic/University |
PI Contribution | In the proposal to ESRC we raised the possibility of the UK project being mirrored through parallel projects being created in other countries. These have come to fruition in Canada and Korea. In Canada, Professor Gregor Murray has led a team looking at globalizing actors in Canadian MNCs while in Korea Dr Hyunji Kwon has done the same looking at Korean MNCs. We have helped guide their research design and been involved in some of their fieldwork. Members of our team have also spent time in both Montreal and Seoul, assisting in the development of a coding frame in each case. |
Collaborator Contribution | The Canadian and Korean teams have made input into our research design and analytical framing. A number of individuals from the two research teams have spent time in the UK, updated us on their progress and fed into our combined thinking for comparative analysis of the data. |
Impact | None as yet. A conference is scheduled for April 2020 in which we will compare findings from the three national projects, though this may be postponed due to the coronavirus outbreak. |
Start Year | 2017 |
Description | The UK team's collaboration with equivalent teams in Canada and Korea |
Organisation | University of Montreal |
Country | Canada |
Sector | Academic/University |
PI Contribution | In the proposal to ESRC we raised the possibility of the UK project being mirrored through parallel projects being created in other countries. These have come to fruition in Canada and Korea. In Canada, Professor Gregor Murray has led a team looking at globalizing actors in Canadian MNCs while in Korea Dr Hyunji Kwon has done the same looking at Korean MNCs. We have helped guide their research design and been involved in some of their fieldwork. Members of our team have also spent time in both Montreal and Seoul, assisting in the development of a coding frame in each case. |
Collaborator Contribution | The Canadian and Korean teams have made input into our research design and analytical framing. A number of individuals from the two research teams have spent time in the UK, updated us on their progress and fed into our combined thinking for comparative analysis of the data. |
Impact | None as yet. A conference is scheduled for April 2020 in which we will compare findings from the three national projects, though this may be postponed due to the coronavirus outbreak. |
Start Year | 2017 |
Description | Cooperation with CIPD |
Form Of Engagement Activity | A magazine, newsletter or online publication |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Professional Practitioners |
Results and Impact | An article published by the Chartered Institute for Personnel and Development in a series of 'provocations' or 'debates' |
Year(s) Of Engagement Activity | 2020 |
Description | Globalizing Actors Conference |
Form Of Engagement Activity | Participation in an activity, workshop or similar |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Other audiences |
Results and Impact | We hosted an international conference on Globalizing Actors and related topics at LUL. This was mainly aimed at an academic audience, but also at participating and interested practitioners, and attracted 55 participants from the UK, Europe and overseas. The conference raised the profile of our research among the academic community--researchers at Glasgow university (Mehdi Boussebaa and colleagues) will organize a follow-on event in 2020 to take this strand of research forward. |
Year(s) Of Engagement Activity | 2019 |
URL | https://globalizingactors.com/conference-about |
Description | Meeting to pitch the project and discuss research collaboration (Cosmetics Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Pitched purpose of our research project and how it can be beneficial to the company. Interviewed several key informants. Discussed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2018 |
Description | Meeting to pitch the project and discuss research collaboration (Pharma Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | National |
Primary Audience | Study participants or study members |
Results and Impact | Pitched purpose of our research project and how it can be beneficial to the company. Interviewed several key informants. Discussed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2017 |
Description | Meeting to pitch the project and discuss research collaboration (Professional Services Co 2) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Pitched purpose of our research project and how it can be beneficial to the company. Interviewed several key informants. Discussed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2017 |
Description | Meeting to present and discuss emerging project results (Charity) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back early findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Agreed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2018,2019 |
Description | Meeting to present and discuss emerging project results (Consultancy Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Agreed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2017,2018,2019 |
Description | Meeting to present and discuss emerging project results (Finance Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back early findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Discussed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2017 |
Description | Meeting to present and discuss emerging project results (Professional Services Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back early findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Agreed additional research activity involving the company |
Year(s) Of Engagement Activity | 2017,2018 |
Description | Meeting to present and discuss emerging project results (Telecom Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back early findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Agreed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2017,2018,2019 |
Description | Meeting to present and discuss emerging project results (Tobacco Co) |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Study participants or study members |
Results and Impact | Feeding back early findings from fieldwork in the company and discussing potential next steps for additional research and engagement. Agreed additional research activity involving the company. |
Year(s) Of Engagement Activity | 2018 |
Description | Meeting with CIPD senior management |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | National |
Primary Audience | Professional Practitioners |
Results and Impact | Meeting with CIPD CEO Peter Cheese and Head of Research Ed Houghton. Presented and discussed project results to find ways to relay them effectively to CIPD members. Agreed to write a thought leadership piece for the CIPD journal as a first step. |
Year(s) Of Engagement Activity | 2019 |
Description | Public lecture on "Multinational Companies and the Formation of Global Norms: The Role of Globalizing Actors" |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | National |
Primary Audience | Public/other audiences |
Results and Impact | Public lecture summarizing some of the core findings of the research project for a general audience. Attendants included senior managers from collaborating organizations. |
Year(s) Of Engagement Activity | 2019 |
Description | Steering Group Meeting |
Form Of Engagement Activity | A formal working group, expert panel or dialogue |
Part Of Official Scheme? | No |
Geographic Reach | National |
Primary Audience | Study participants or study members |
Results and Impact | The annual project steering group meeting brings together research team members and representatives from the organizations participating in the research. The meeting serves to take stock of where we are, seek advice from those in a range of firms and build the views of the participants into our plans for communication and engagement. We present our progress so far and thinking concerning next steps with a view to getting feedback from key stakeholders. With our participating organizations' involvement we seek to ensure our work is relevant and produces tangible benefits to them. |
Year(s) Of Engagement Activity | 2017,2018,2019 |