1. Professor Pete Murphy Nottingham Business School
Edge Hill University Business School NBS preparations for the Research Excellence Framework 2021
Professor Pete Murphy Nottingham Business School

2. Research Leadership, Infrastructure and Internationalism
Within NTU
Valuing Ideas Governors Board (4 meetings p.a.)
University Research Committee (4 meetings p.a.)
Academic Research Leadership Team (monthly) - includes support services and SRT leads
Associate Dean’s Research Group (monthly)
University Research Office and support teams
Within NBS
Research Strategy Group (monthly) – includes school, college and research support representation
Research Centres and Groups (monthly)
Developing infrastructure at school and within research groups
Interdisciplinary Research
5 cross university Strategic Research Themes
Each has a steering group; an annual budget and present its report to University Executive Team

3. Nottingham Business School Strategic Leadership Team for Research
Chair of RSG and Interim ADR - Professor Murphy Vice Chair of RSG (and Dean of NBS) - Professor Yazdani Unit of Assessment C17 Team - Professor Ackrill (.2 FTE) Associate Professor Ramanathan (.2 FTE) Associate Professor Thompson (.2 FTE) Associate Professor Abdo (.2 FTE) Associate Professor King (.2 FTE) Coordinator - Research Environment (.2 FTE) - Professor Clark Coordinator - Early Career Development (.2 FTE) - Professor Collins Co-ordinator - Impact Case Studies (.2 FTE) – Murphy Sustainability Coordinator (.2 FTE) - TBC

4. NBS Research Objectives
(Overall Objective)
A sustainable step change in the quality and quantity of research and its outputs and impacts
1. Long term: international accreditations (EPAC, AACSB, EQUIS, AMBA)
2. Medium term: 2021REF
65-85 individuals submitting individual REF outputs – 200 plus contingency
6-8 Impact Case Studies
Improved Research Environment
3. Build research infrastructure and sustainability, and prepare for REF2026/27.

5. Where is the REF process going?
The Stearn Review
Brexit and its implications for REF2021
Lessons for REF2026/27

6. 2021 Research Excellence Framework Preparations across Nottingham Trent University
2014
18 UoA submissions out of total 36 possible
3 excellent; 12 satisfactory; 3 poor
C19 Business and Management largest eligible unit (percentiles 50/20/80)
2021
15/16 UoAs submissions out of a total of 34
All excellent or satisfactory – quality and reputation – not quantity
C17 (Business and Management largest eligible unit (percentiles 35/20/50)
2026/27 (preparations)
Institutional Impact
Impact case studies
Student Satisfaction

7. Nottingham Business School REF2021 ambitions and preparations
Current faculty
220 FTE
110 Research Active
2014
24 FTE’s submitted at 2.5 GPA (180 FTE faculty) (= 48th)
3 Impact Case Studies (Rated 3*/4*) (=18th)
Research Environment (=92nd)
2021
60-80 FTEs submitted at 3.0 GPA (2020 FTE faculty)
6-7 Impact Case Studies (Rated 3*/4*)
Research Environment (50th)

8. Drivers and processes for delivery (NTU and NBS)
Contractual arrangement and benchmarks (T&R, T&S, T&P)
NTU-wide Annual REF Planning Review Process
Individual Outputs – internal and External Peer Review Process
Impact Case Studies – bi-annual review and external support
Research Environment reviews
NBS - co-ordinated through Research Strategy Group (monthly)
Annual Individual Research Review for allocating research hours
Impact Case Study support Network
Development initiatives – funding, support, visiting scholars

9. Delivering and assuring individual outputs 6 monthly tranches of outputs
Stage 1
Internal review of individual outputs
1 within the same department 1 from another department
Stage 2
External Peer Assessment
2 or 3 peers off authorised list
Stage 3
Moderation within School
If quality is 3 or 4* add to university database

10. Delivering and assuring impact case studies 6 monthly reviews and support from RAND
Reviewed at School, College and University levels – internal and external support available at School, College and University levels
(increasingly bespoke as case matures).
Review of the case
Summary of nature of Impact
Strategy for academic underpinning
Strategy for non-academic impact
Risk register; risk review and mitigation strategy
Plan B
Road Map or Plan of Action or Benefits Realisation Strategy

11. Delivering and assuring an improved research environment
Less clear than other two parts – although we know they will include metrics
Wider scholastic contributions - Conferences, panels, seminars, editorials, reviewing
PhD and Doctorate performance metrics
Research Infrastructure – Category ‘A’ and Category ‘C’ staff
Development of Early Career Researchers – accommodation; support; financial and academic investment
Interdisciplinary and International developments.

12. Impact Case Studies: Roadmap template

13. Preparations for REF 2016/27
Institutional impact and definitions of impact
Identification and development of impact case studies
Interdisciplinary (NTU Strategic Research Themes)
Internationalism – series of International Research Partnerships projects and symposia
Student satisfaction
Increasing Research Faculty