Supporting higher degree research collaboration

This theoretical paper demonstrates the value of a collaborative research culture framework (Gasson & Bruce, 2018a), featuring trust and respect as core elements of healthy collaborations, to support the research success of Higher Degree Research (HDR) students. Higher Degree Research is a term used in Australia to reference Doctoral and Master by Research programs. We propose that by positioning collaboration as part of a research culture built on trust and respect, discussion about and development of healthy collaborative research culture will be facilitated. A healthy culture is defined as one that supports sustainable and productive collaborative research.The applications of the framework demonstrate the role the framework can play in supporting researchers to understand, engage in and manage collaborations. Reflection on discussions to date has led to our view that collaborative success requires a unique set of skills (i.e., skills in the development of a collaborative research culture) and that the framework provides a deliberate and overt way of supporting development of those skills.The framework helps HDRs develop the capacity to build healthy collaborative research cultures vital for their research productivity and longer term success as researchers

The role of secondary values in the selection process in organising

This study develops a model (i.e., secondary values selection process - 2VS) to describe how values shared by individuals (i.e., secondary values) contribute to the creation of meaning and interpretation in organisations. Elements of the model are identified through exploration of two bodies of literature (a) cultural approaches to organisational studies, and (b) theories of evolution. Incorporated within the model are observable elements that support analysis and evaluation of the 2VS. Outcomes of the study are (a) development of a more complete understanding of the Selection Process in organising and (b) creation of a mechanism for cultural analysis of organisational settings

Summary and recommendations

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