Potential of Van de Ven’s (2007) concept of engaged scholarship to enhance the sustainability and appropriateness of management consultancy and university knowledge exchange projects recommendations to challenge the widespread hype of newness (Smil, 2022)

This paper will outline some emerging thoughts on the potential applicability of Van de Ven’s Engaged Scholarship concept in consultancy and knowledge exchange projects. To structure this paper the questions posed at an event titled “Putting Engaged Scholarship to Work: Projects, Partners and Progress” hosted by Ram (2019 cited by Kapasi) at Aston University will be summarised. The original definition of Engaged Scholarship offered by Van de Ven (2007) is that it is “a participative form of research for obtaining the advice and perspectives of key stakeholders (researchers, users, clients, sponsors, and practitioners) to understand a complex social problem” The commentary will be illustrated by some wider evidence drawn from industry analysis, professional bodies and academic research on Organisational Transformation and Digital Transformation Projects. These sources are frequently conducted independently where concentration on individual technical, and often siloed, aspects of consultancy and knowledge exchange project recommendations do not address the necessary breadth of understanding to improve the sustainability of such projects and therefore challenge the hype (Smil, 2022) that is associated with complex and expensive societal challenge of the typically high failure rates of Organisational Transformation and Digital Transformation investments. It is proposed by Neal et al (2023) that role frequently referred to as “Brokers, intermediaries, and boundary spanners (BIBS)” can offer a “… bridge (to) research and policy or practice and can elevate the role of evidence in decision making” (op cit).