To tackle the major challenges facing society, cross-disciplinary research may be necessary. However, conducting this type of research requires researchers to overcome functional silos. Various factors, such as differing incentives, cultures, terminologies, and jargon, can lead to opportunistic or counterproductive behavior. So, how can cross-disciplinary research be conducted effectively to advance knowledge and understanding? To answer this question, we will first explore the processes of theorizing. Next, we will discuss ways to break down cross-disciplinary barriers. Finally, we will offer practical guidelines for successfully conducting cross-disciplinary research.
First, we argue that the theorising process developed by Brodie and Peters (2020) provides guidelines for undertaking cross-disciplinary research by integrating general theoretic perspectives and contextual research to develop midrange theory. Midrange theory bridges the theoretical domain of knowledge and the applied domain of knowledge (Figure 1). The paradigmatic perspective provides the outer ring for the recursive theorizing process between general theory, midrange theory, and applied research.
By employing the aforementioned theorising process, senior management can demonstrate to researchers that there are various ways to develop and apply midrange theory. The primary general theoretical perspective can connect directly with midrange theory, but alternative general theoretical perspectives can also offer routes that lead to other midrange theories. These alternative pathways can eventually converge on a focal midrange theory that can be utilised in research (as shown in Figure 2).
Second, we propose ways to break down barriers to cross-disciplinary research. Senior management should recognize that research teams do not necessarily have to consist of cross-disciplinary researchers. Instead, teams should be composed of experts from their own disciplines who possess enough familiarity with the research problem and a basic understanding of each other’s fields to enable effective communication. A team of mono-disciplinary experts with a strong mix of skills and effective communication abilities is more advantageous than a team of cross-disciplinary researchers who lack sufficient experience or expertise.
Senior management should also recognise that research is typically mono-disciplinary. For instance, a cross-disciplinary grant application might struggle because the reviewers are often mono-disciplinary experts who may not grasp the cross-disciplinary elements or recognize the value of collaborative research. Therefore, senior management should encourage their researchers to take on riskier, but potentially rewarding, collaborations with peers from vastly different disciplines.
Senior management’s efforts to support and reward cross-disciplinary research can sometimes be misguided, as cross-disciplinary work should not be pursued as an end in itself. Imposing a vaguely defined cross-disciplinary agenda on researchers can lead to wasted efforts or, at best, projects that are difficult to fund or publish. A more effective approach would be for senior management to encourage researchers to start with the research problem, determine which problem class it falls into, and assess whether the problem is significant or complex enough to justify cross-disciplinary work, especially when questions arise that require expertise from multiple fields. Most importantly, and often overlooked, senior management should avoid the temptation to reward cross-disciplinary research solely for its own sake. It is far more advantageous to create an environment where researchers excel in their own disciplines while being rewarded for occasionally taking on larger cross-disciplinary challenges.
Third, the following practical guidelines can help break down barriers and create an environment that encourages cross-disciplinary research. For instance, researchers should be encouraged to present their work outside their own discipline, as this can enhance visibility, generate fresh insights, and open up opportunities for future collaboration. Senior management could promote participation in initiatives that address major societal challenges and incentivise researchers to engage with practitioners and the broader community. They should also prompt researchers to consider how their theoretical knowledge could be applied to real-world problems faced by policymakers, practitioners, and consumers.
Senior management could encourage research groups to formulate clear and well-defined research questions that accurately identify the specific problem class and knowledge gap. This approach will help determine whether expertise from multiple scientific disciplines is necessary. Refining a knowledge gap into a focused research problem can attract potential collaborators and offer context and direction for the collaborative research.
When two or more scientific disciplines are involved, it may be unclear who should provide guidance. Senior management could form a leadership team that can bring in additional members to offer expertise as needed.
