Research Process

RESEARCH PROCESS Prof Profes esso sorr D. N. N. P. Murt Murthy hy Division of Mechanical Engineering The University of Queensland Brisbane, Q 4072, Australia

RESEARCH CATEGORISATION • Basic Research • Pre-competitive Strategic Research • Applied Research • Development Research • Industrial Research

BASIC RESEARCH • Basic research is defined as experimental or theoretical work undertaken primarily to acquire new knowledge of the underlying foundations of phenomena and observable facts, with the expectation of return in the long term form from the overall effort into basic research.

PRE-COMPETITIVE STRATEGIC RESEARCH • Pre-competitive strategic research is experimental or theoretical work undertaken with an applied goal ultimately in mind, but which is to be realised in the medium term. It differs from basic research in terms of research objectives and time frame and usually aims to help secure medium-term competitive advantages.

APPLIED RESEARCH • Applied research is defined as work carried out for the advancement of  knowledge with a specific practical application in view and with the expectation that the research results will be of value in the short to medium term.

RESEARCH STRATEGIES [Reism [Reisman an (1988) (1988)]]

• Ripple • Embedding • Bridging • Transfer of technology • Creative application • Structuring • Statistical modelling

AVAILABLE / NEW KNOWLEDGE Available knowledge based on past research

New knowledge encompassed by new research

(a) Ripple process

(c) The bridging process

(b) The embedding process

(d) The transfer of technology

(f) The structuring process

(e) The creative application process

(g) The statistical modelling process

RESEARCH STRATEGIES • Ripple: an extension of previous theoretical or applied type of research in a given discipline or sub-discipline. • Embedding: the development of more generalised formulation or a more global theory by embedding several known models or theories

RESEARCH STRATEGIES • Bridging: the bridging of known models or theories resulting from the growth of  the contributing and/or some initially unrelated field of knowledge. • Transfer of technology: the use of what is known in one discipline to model problem domains falling in some other, perhaps disparate, discipline.

RESEARCH STRATEGIES • Creative application: the direct ( not  analogous) application of a known methodology to a problem or research question that was not previously so addressed. • Structuring: the process of organisation and documentation of the organisational phenomena in the form of models.

RESEARCH STRATEGIES • Statistical modelling: models that arise from analyses performed on empirically obtained data. These models arise from statistical manipulations such as regression or cluster analysis rather than on logical derivations based on various assumptions.

Dive Diverg rgen entt disc discip ipli line nes, s, spec specia iali liti ties es,, subsub-,, subsub-di disc sc.. DISCIPLINE ORIENTED GROWTH

Conve onverg rgen entt goal goals, s, prob proble lems ms,, task tasks. s. 1 MISSION ORIENTED GROWTH 2

A 3

5

B Disciplinary branching effect

4

Interdisciplinary crystallisation effect

Knowledge growth as combination of disciplinary branching and interdisciplinary crystallisation

Level 5. STATEMENTS Theory, inference, explanations, judgement Level 4. MODEL TO STATEMENT Verification technique, algorithms, rules of reasoning Level 3. MODELS Representation of reality in the model Level 2. REALITY TO MODEL Conditions of similarity, approximation, assumptions of modelling Level 1. REALITY Empirical data on reality, perceptions, description

Levels of knowledge (adapted from Mehrez et al. (1988)).

PROBLEM SOLVING • The methodology for research (basic or applied) and industrial problem solving are very similar. • Problem solving and research activity have received a lot of attention and there is a vast literature on both topics.

PROBLEM SOLVING METHODOLOGY Step 1: Problem Identification/Recognition Identification/Recognition Step 2: Problem Formulation Step 3: Methodology for solution - Analytic Analytical al (Mathe (Mathemati matical cal mode modelling lling)) - Experim Experimenta entall involvin involving g data colle collectio ction n

Step 4: Interpretation of Solution - Limita Limitatio tions, ns, exten extensio sions ns etc

ATTRIBUTES OF A RESEARCHER • Open minded [not to pre-judge] • Good Good at think thinking ing --- Diffe Differen rentt types types of  thinking is needed [See, next slide] • Well organised organised --- efficient efficient use of time time and and resource; proper planning etc • Patience and dedication • Keeping in touch with latest knowledge

TYPES OF THINKING • Deductive & Inductive Thinking • Scientific Thinking • Creative & Innovative Thinking • Lateral Thinking • Critical Thinking • Convergent & Divergent Thinking

PROBLEM RECOGNITION • Research Problem – Critical evaluation of current literature – Shortcoming and topics for new research – Extending and generalising

• Industry Problems – For improvement – Process, Operational, Management etc.

PROBLEM FORMULATION • Starts with a vague and becomes more structured with better understanding Scop opee --- narr narrow ow to bro broad ad • Sc

• Contribution of the solution – Minor / Major

• Framework needed for study • Resource implications

PROBLEM SOLUTION • Methodology needed • Relevant earlier literature • Techniques to generate solutions – e.g., Brainstorming – [creative and lateral thinking]

• Evaluation of solutions – [critical thinking]

SOME THOUGHTS • RESEARCH [Masters / Doctoral] – Define the field for study – Review of the relevant literature – Define one or more topics for investigation – Background needed for deeper study – Carry out research Report resea research rch findings findings -- thesis, thesis, – Report conference and journal publications

SOME THOUGHTS • RESEARCH [Masters / Doctoral] – Student gets exposed to the different stages of problem solving methodology – Better understanding of the different types of thinking process needed – Do some general reading on research, thinking, problem solving – Entrepreneurial skills ??

SOME THOUGHTS • INDUSTRY CASE STUDIES – Understanding of the overall business – Defining problems for study and ranking them in terms of importance – Framework needed for the study of a problem [It can vary!] – Review of relevant literature

SOME THOUGHTS • INDUSTRY CASE STUDIES – Data to be collected – Data analysis – Alternate solutions to the problem – Ranking the solutions – Implementation aspects – Presentation to the managers, reports etc