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Proposals for designing and controlling a doctoral research project in management sciences

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  • Jacques Lauriol

    (Pôle de Recherche - Rouen Business School - Rouen Business School)

Abstract

Analysis of available literature on the design and control of a doctoral research project has led to the updating of a certain number of "constants" concerning the difficulties PhD students encounter during this process. These "constants" revolve around the crucial yet arduous issue of what comprises a "good thesis". The present article offers a response to this question. It begins by highlighting the characteristics of the institutional context in which a doctoral study is carried out before offering three topics for thought (definition of the research project, deployment and evaluation of results). It concludes by focusing on the tension underlying all scientific research between "dissidence" (i.e., the ability to question "normal science") and "conformity" (the study's fit in an institutional context).

Suggested Citation

  • Jacques Lauriol, 2006. "Proposals for designing and controlling a doctoral research project in management sciences," Post-Print hal-00567497, HAL.
  • Handle: RePEc:hal:journl:hal-00567497
    Note: View the original document on HAL open archive server: https://hal.science/hal-00567497
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    References listed on IDEAS

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    1. Michel Berry, 1995. "Research and the Practice of Management: A French View," Organization Science, INFORMS, vol. 6(1), pages 104-116, February.
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    3. Yu-Ting Cheng & Andrew H. Van de Ven, 1996. "Learning the Innovation Journey: Order out of Chaos?," Organization Science, INFORMS, vol. 7(6), pages 593-614, December.
    4. Andrew M. Pettigrew, 1990. "Longitudinal Field Research on Change: Theory and Practice," Organization Science, INFORMS, vol. 1(3), pages 267-292, August.
    5. Michel Berry, 1995. "Research and the Practice of Management, a French View," Post-Print hal-00262920, HAL.
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