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Industrial Marketing Management (IMM) has made academic-practitioner articles central to its development strategy, creating a section to incubate articles co-authored by academics and practitioners. In this editorial, we provide insight to the current state of academic-practitioner articles in Industrial Marketing Management, outline suitable research methodologies, and provide guidelines for prospective authors.

In earlier editorials, we have written about challenges academics face: generating research ideas, working with students, getting published, staying relevant to our various audiences, and finding a balance among our responsibilities. When going up for tenure or promotion, the academic has to put together all of these accomplishments in a dossier for review. This is a daunting task—everything the candidate has been working on over the last several years needs to be presented convincingly to the review committees at the candidate's institute. In this editorial, we present a detailed structure by which the candidate can present his/her tenure or promotion case in a complete, effective, and organized way. We also note the importance of understanding the specific requirements of the candidate's institute, so that appropriate adjustments and additions can be made.

Researchers are under constant pressure to publish high-quality research. What, however, constitutes high-quality research? Most universities use accepted lists of top-tier journals, citation counts, or other metrics to assess the value of research contributions. We first explore the metrics by which research contributions are evaluated. These metrics provide at least some indication of the impact and value of an academic's stream of research.We then consider the issue of value beyond the commonly accepted metrics of article counts and citations. Should high-quality research create value for students and, especially in the case of business academics, for managers and practitioners? If so, rather than focusing exclusively on theoretical contributions, researchers should demonstrate the value-in-use of the research stream to the broader community. We present a set of conditions to support a research stream that delivers value-in-use to students and practitioners.We then turn to whether high-quality research implies finding solutions to societal challenges and problems. This would require a rethinking of the traditional views on the university's relationship with society at large. We explore issues of research concerning its contribution to society. We conclude by distilling these issues into several pieces of advice to new and mid-career academics regarding strategies and challenges in developing high-quality research.

This study examines new product development (NPD) processes in high-technology new product ventures in the emerging market context. Drawing upon the knowledge-based view and the capability-based view, we propose a model that characterizes relationships between NPD process execution stages and product competitive advantage, and accounts for the moderating effects of NPD integration mechanisms on these relationships. Our model also explains how pricing capabilities can become a liability that undermines how product advantage impacts new product performance. We test this framework within an emerging market context that has been notably absent from the literature. Our data are generated from 187 new product projects and a follow-up of 83 projects, from Chinese high-technology ventures. We identify important theoretical interdependencies within our structural model results. Specifically, marketing–technical integration positively moderates the relationship between product development and testing capability and commercialization capability, while new product implementation capability positively moderates the relationship of commercialization capability and product competitive advantage. Yet, penetration pricing capability negatively moderates the link between product competitive advantage and new product performance.

Recent editorials have discussed the maturation of Industrial Marketing Management, and its emergence as the leading academic journal devoted to business-to-business marketing (Di Benedetto & Lindgreen, 2018; Lindgreen & Di Benedetto, 2018). From its inaugural issue in 1971, Industrial Marketing Management has continuously improved along several important metrics, such as multinationality of authors and editorial board membership, and multidisciplinary scope of articles (Di Benedetto & Lindgreen, 2018; Di Benedetto, Sarin, Belkhouja, & Haon, 2018; Lindgreen & Di Benedetto, 2018). Thanks to this devotion to top-quality scholarship, Industrial Marketing Management has showed consistent and impressive growth in academic rankings such as Thomson ISI Impact Factor, and citation counts according to Google Scholar (Baumgartner & Pieters, 2003; Di Benedetto & Lindgreen, 2018; Franke & Schreier, 2008; Guidry, Guidry Hollier, Johnson, Tanner, & Veltsos, 2004; Touzani & Moussa, 2010).

At the same time as the productivity of academics have become more formalized and institutionalized with increasing emphasis on counting publications in high-ranking journals, citations, h-index, and so on, there is an increased demand on academics to contribute to what is referred to as societal value, societal relevance, public value, societal impact, and/or similar phenomena. This editorial is an attempt to provide an overview and hopefully a clarification. We propose to use the concept ‘societal value’ as the overarching concept. This can be achieved only if the research has ‘societal relevance’ and if it has ‘societal impact’. These two sub-components of societal value measure different qualities, but they are dependent on each other and the total absence of one of them results in no societal value. In fact, we shall argue that societal value is the multiplum of societal relevance and societal impact. After defining societal relevance and societal impact, we describe how to identify relevant societal value, as well as how to measure the extent to which an individual or an organization might contribute to societal value. Following that, we suggest a number of ways to increase the societal value of academic research. Finally, we reflect on the role of academic journals and their editors in the societal value agenda.

Business-to-business marketing academics study complex phenomena, aiming to describe these phenomena through theoretical frameworks, explaining the relationships among the framework's constructs, and provide guidance and insight to decision-makers. Not surprisingly, often business-to-business researchers undertake qualitative case studies. In this editorial, we discuss what we believe could be reported in the write-up of a case-study methodology section. In particular, we consider the issues of selecting cases; crafting instruments and protocols, entering the field; and analyzing the data. How to assess the validity and reliability of qualitative case studies is also discussed. We finish the editorial by examining three exemplar case studies that have been published in Industrial Marketing Management.

Purpose This study aims to develop and empirically examine a model that investigates the mediating role of technology development capability (TDC) on the relationship between customer focus (CF) and technology leadership (TL). Design/methodology/approach The analysis and interpretation of a partial least square model include the following two stages: the first stage focuses on assessing the reliability and validity of the measurement model, while the second pertains to evaluating the structural model. Findings The general understanding prevailing in practice and literature is that management sponsorship (MS) has a positive impact on the relationship between CF and TDC. It is also generally understood that MS has a positive impact on TL initiatives. However, the findings of this study contradict these assumptions. Specifically, the study indicates that MS has a negative moderating effect on CF and technology development capabilities, and has no impact on CF and TL relationships. Originality/value CF, TDC and MS, and their interplay and impact in enhancing firms’ TL position, have not been explored thus far in an integrated manner in the context of the automobile industry in developing countries. The research relating to CF, technology development capabilities, technology innovation capabilities, MS and TL reported in the literature has drawn inferences from case studies, anecdotal evidence and experiences of industry leaders, experts and consultants. This study attempts to fill the gaps mentioned above by presenting and testing a new moderated mediation model that shows the relationship between CF, TDC, MS and TL.

Despite evidence of meticulous business-to business marketing research efforts, and the pleas of editors for truly original, ground-breaking research, there is still a shortage of original, courageous research ideas. To provide guidance to researchers and address this problem, we apply the OBC model (observe the world, bridge disciplines, and challenge assumptions and theories), proposed by Kock, Assaf, and Tsionas (2020) . We discuss the three main and four blended strategies recommended by this model, and illustrate each of these strategies with examples drawn from the marketing literature. Our application of the OBC model offers actionable guidelines for generating original research ideas, as well as theoretical grounding for each element of the model. Given the publication pressure felt by young academic researchers, we hope that our discussion provides encouragement and guidance, which will result in original, courageous business-to-business marketing research.

Even when the research is completed successfully, the authors' job is not done. They must craft the best possible manuscript for submission to a targeted journal, which will put the research into the best possible light and enhance the likelihood of eventual acceptance. This is the process of framing the manuscript, and for this editorial we sought the thoughts and opinions of experienced academic colleagues on how authors should optimally frame manuscripts for journal submission. Each contributor was asked to provide three to five pieces of advice for young scholars on this topic. Our objective is to provide some non-obvious recommendations to young scholars that would substantially improve the manuscript from the reviewers' viewpoint. Our contributors present guidance on framing each section of the typical academic manuscript, from introduction to conclusion, as well as some suggestions for overall improvement. We conclude with summary remarks on the importance of putting in the time and effort to frame the manuscript effectively.

Robust conceptual frameworks are essential to building academic knowledge. Theory development involves high-quality conceptualization that integrates and builds on existing knowledge, possibly using a multi-disciplinary approach. Further, especially in an applied research area such as business-to-business marketing, the emerging theory will have meaningful implications for managerial decision-makers. Insightful conceptual framework development advances theory substantially, not incrementally. Theoretical development can be either purely conceptual or based on empirical data. Nevertheless, there are comparatively few guidelines for the process of conceptual framework development. This editorial discusses pathways to developing conceptual frameworks to support academic research, with emphasis on business-to-business marketing research. As guidelines and conventions are available for data-driven approaches such as grounded theory, we focus on theorizing processes in which existing theory plays a pivotal role.

This editorial discusses the issues and challenges of Ph.D. student supervision. Several academic colleagues with much experience in Ph.D. supervision were asked to contribute their thoughts on this important task. We present the tasks of supervision, including how these may be adapted depending on student characteristics such as extent of managerial experience. Then we explore the challenges faced by Ph.D. students, and discuss how these can be addressed. Following that, we examine the role of the supervisor in helping build student capabilities in publishing and teaching. Furthermore, we address the benefits of taking on supervisory responsibility. In the conclusion, the co-authors of this editorial provide retrospectives on their own experiences as Ph.D. supervisors.

This editorial discusses what reviewers are looking for when they make comments and suggestions on the manuscripts they receive for review. Contributors responded to an open invitation to reflect on the review process: what do they look for in each part of a manuscript (from introduction to conclusions), what are the mistakes that authors sometimes make, and what advice do they have to authors preparing their manuscripts for submission. Contributors also provided several overall comments on writing style, on making a good first impression, and on the need to address reviewer comments thoroughly in a revision. The editorial complements earlier editorials about writing and revising manuscripts, as it presents the perspectives of several experienced and respected reviewers, and provides insights on specifically what satisfies or frustrates them when reviewing manuscripts.

As an applied social science, business-to-business research is inherently cross-disciplinary. The general theories that provide insight into business relationships, systems, and markets have disciplinary foundations in the economics, psychology, sociology, and management disciplines. When conducting cross-disciplinary research, academic researchers, like their counterparts in industry, must overcome functional silos. Depending on the type of research challenge, a multi-disciplinary approach may be required; however, differences in incentives, culture, terminology and jargon, and so forth all can lead to opportunistic and counterproductive behavior. The purpose of this editorial is to explore how to undertake cross-disciplinary research that advances knowledge and understanding in the domain of business-to-business research. To achieve this purpose, we elaborate on the theorizing processes; we examine how to break cross-disciplinary boundaries; and we provide practical guidelines for undertaking cross-disciplinary research.

Academic success traditionally has been assessed by publications in highly ranked journals. Other measures of research quality such as citations are now available, and these measures offer a wider perspective of academic contribution beyond simple article counting. Citations now are an important consideration when evaluating research impact and quality. Google Scholar, Scopus, and other programs are readily available to provide citation counts; and other measures such as Hirsch's h-index have also been developed. In this editorial, we discuss the issue of research citation, focusing on strategies that can be used to ensure that one's research output is read by the intended academic and practitioner audiences. We first examine why articles get cited including a consideration of types of articles and types of citations. We then outline how to set up and present research. This includes a discussion of the research's strong contributions to the field; conceptual and theoretical development; compelling findings; and clear conclusions and implications. Third, we provide guidelines to create visibility and understanding of the article's contribution in the offline research community and beyond. Fourth, we examine the critical role of the online environment in creating visibility for an article. Here, after having given an overview of academic search, we discuss keywords; design and structure; graphics; metadata and university research repositories; and interactive social media content. We conclude by cautioning about unethical practices to increase citations.

The academic's tasks are usually succinctly described as research, teaching, and service. To be successful in one's career, each of these must be kept in balance, and prioritized correctly. This is challenging, as the tasks usually are running in parallel, all are time demanding, and any one task can become overwhelming as deadlines approach. We first take a deeper look at the various tasks that must be balanced by the academic. Following that discussion, we provide a series of suggestions for how junior academics can become good at prioritization and other skills that help them achieve the desired balance between the tasks of research, teaching, and service, and between work and personal life.

The world is in crisis, locked in the throes of an unprecedented economic lockdown as the coronavirus, in the specific form of COVID-19, takes its toll on societies around the world. At the time of this writing, countries have shut down vital parts of their administrations, education sectors, and economic activities. Whole industries, including hospitality and air transport, have essentially stopped functioning; the closing of national borders limits free movement to a minimum anyway. The related humanitarian crisis came as a shock to many people, and new restrictions together with enormous challenges represent a discontinuity, breaking from the past reality. Furthermore, this crisis features immense volatility, making it nearly impossible for people to imagine all the potential, invisible dangers and visible changes. Simply put, we are living in truly disruptive times. But the notion of disruption is not new; it has long appeared in business discussions. Executives have tried to understand, be prepared for, and even initiate disruption (Markides, 2006). Not every disruptive idea follows the trajectory predicted by Clayton Christensen (1997), but substantial energy has gone into preparing for business model disruptions along the lines that he outlined (Markides, 2006). For example, executives have tried to anticipate disruptions due to digital advances (e.g., Ritter & Pedersen, 2020), platform business models (e.g., Cusumano & Gower, 2002), or new market orientations (e.g., Kumar, Scheer, & Kotler, 2000). Yet these types of preemptive measures were made obsolete by the truly unexpected and far-reaching disruptions created by the highly contagious virus, which has already prompted a greater downturn than might have been caused by any alternative business models, innovative technologies, new forms of working, or the like. At the same time, another important difference pertains to predicted durations. Digitalization, the Internet, and connectivity through the Internet-of-Things have prompted shifts that remain relevant. Although the immediate crisis created by COVID-19 may have mainly a temporary effect, followed by a partial return to “normal” times, its broader impact may be persistent and significant, leading to the “new normal” of a post-corona world. In this shift, health care service preparedness must be rethought, supply chain risk needs to be redefined, online meetings likely will become the norm, and virtual teaching may represent a critical channel for education. In this sense, the virus crisis represents a temporary discontinuity, after which some aspects will return to their prior status, even as others might be changed forever. Furthermore, the crisis could have negative consequences for firms, if not managed appropriately (Coombs, 2007), while also offering an opportunity, as long as decision makers perceive it accurately (Brockner & James, 2008). For example, environmental crises often have fueled human development, throughout history, revealing how they can create opportunities if exploited and managed wisely (Bernstein, 1996). Some firms that perform well during the crisis may gain new customers, but other firms appear destined to fail. How firms respond and react during the crisis arguably will determine, at least partially, whether they thrive. With some notable exceptions (e.g., Andersson & Mattson, 2010; Hermes & Mainela, 2014; Naidoo, 2010), business-to-business marketing has not, remarkably, focused much on crisis management. Yet business-to-business firms have encountered a multitude of recent crises, from the dot.com bubble to the financial crisis to 9/11 to SARS to Brexit. Furthermore, the COVID-19 crisis is unprecedented, to the extent that we lack any established knowledge to comprehend its consequences fully. Similar to most sectors in society, business-to-business marketers lack relevant guidance for meeting the enormous challenges they face. Both marketing in general and Industrial Marketing Management in particular have a long-standing tradition of conducting research with and for practitioners, and accordingly, we believe the business-to-business academic marketing community is uniquely well qualified to address these issues and concerns, using theory-based reasoning to help support executives' efforts to manage their firms through the COVID-19 crisis and beyond. Against this backdrop, we prepare this special issue on managing crises by establishing its strong focus on the managerial implications for business-to-business firms, as derived from business-to-business marketing research. We have two primary aims with this special issue: First, we seek to offer business-to-business marketing practitioners theory-based insights and practical implications. The business-to-business marketing community can and should bridge the rigor–relevance divide, by providing research-based, practical implications that rest on a strong foundation of theory. In accordance with this aim, the articles in this issue can be purposefully shorter than typical Industrial Marketing Management articles, written mainly to argue for practical implications rather than make novel theoretical contributions. Second, we emphasize the continuing need for crisis management research from a business-to-business marketing perspective. Such a research tradition should prove highly relevant for practitioners facing crises, now and in the future. In the next section, we thus define a crisis and explicate its different phases. Following a discussion of crisis management in general, we summarize some crisis management contributions in Industrial Marketing Management. We also zoom in on some selected theories and their implications for business-to-business marketers during the COVID-19 era, which in turn suggest areas for further research. Thus, this editorial offers a terminology for discussing crisis and crisis management, describes the current state-of-the-art of business-to-business crisis management literature, and offers a research agenda.

Leading academics in business-to-business marketing were asked to reflect on their careers and to provide advice for doctoral students and early-career academics. Contributors responded to four broad, open-ended questions on this subject: what worked for them in their careers, what did not work, what were the dilemmas they encountered, and what overall advice would they give to junior researchers starting their academic career. This editorial distills the comments and reflections of the contributors into a collective wisdom, organized around the four interview questions, which combine to form a rich set of guidelines for early-career academics.

Business-to-business (B2B) research is interdisciplinary in nature. A key element of interdisciplinarity is integration or combination of ideas, perspectives, and/or methods from different disciplines oriented toward producing new knowledge. However, domain silos often keep researchers focused on similar problems, methods, and theories over time. To break down these silos, Industrial Marketing Management introduces a new format of special issues focusing on interdisciplinary research, steered by two new associate editors: Elina Jaakkola and Stefan Markovic. The intention is to publish these interdisciplinary issues on a regular basis, each calling for novel applications of particular topics, concepts, theories, and/or methods from disciplines outside B2B research. The main aim of the interdisciplinary issues is to broaden the scope and potency of B2B research. Scholars from the B2B domain and other disciplines are invited to suggest interdisciplinary topics and themes that could be researched in the B2B sphere and that would be worthy of a journal issue.

We offer a meta-perspective on the collaboration between university academics and business practitioners. While academics often intuitively and implicitly take an inside perspective, namely a university perspective, in discussing collaborative research and the why, how, and what in collaborating with practitioners, we bring to the fore an outside perspective, namely a business perspective, on the same collaboration, which then typically is termed collaborative innovation. Doing this gives us the opportunity to mirror the two perspectives against each other and to discuss the differences, difficulties, and learning opportunities in the relationship between universities and businesses. Ultimately, we offer a discussion of how academics can be inspired to engage better with practitioners.

Business school leaders would like to attract and keep the top research talent in order to stay competitive, attract high-potential students, and recruit the most promising young faculty. To accomplish these objectives, a successful research environment for its business academic researchers needs to be established, so that they can produce a sustainable research stream. We examine important antecedents including business school research strategy, leadership, governance, and policy, and from these we develop a set of conditions that are related to long-term success of research programs in academic business institution. As detailed illustrations, we elaborate the experiences of two active research institutions—the Industrial Marketing and Purchasing (IMP) Group and the Contemporary Marketing Practices (CMP) Group — and discuss how each of these groups has implemented the conditions for success. We conclude with general observations on the environmental conditions most conducive to sustainable business school research, and present implications regarding the role of the journal editor as a gatekeeper.

This insightful book considers the challenges faced by researchers pursuing an academic career. From applying for grants to supervising PhD students, it utilises practical research and real experiences to illustrate how marketing scholars can strike a healthy working balance between teaching and research to find success in academia.

At the same time as the productivity of academics have become more formalized and institutionalized with increasing emphasis on counting publications in high-ranking journals, citations, h-index, and so on, there is an increased demand on academics to contribute to what is referred to as societal value, societal relevance, public value, societal impact, and/or similar phenomena. This chapter is an attempt to provide an overview and hopefully a clarification. We propose to use the concept ‘societal value’ as the overarching concept. This can be achieved only if the research has ‘societal relevance’ and if it has ‘societal impact’. These two sub-components of societal value measure different qualities, but they are dependent on each other and the total absence of one of them results in no societal value. In fact, we shall argue that societal value is the multiplum of societal relevance and societal impact. After defining societal relevance and societal impact, we describe how to identify relevant societal value, as well as how to measure the extent to which an individual or an organization might contribute to societal value. Following that, we suggest a number of ways to increase the societal value of academic research. Finally, we reflect on the role of academic journals and their editors in the societal value agenda.

Academic success traditionally has been assessed by publications in highly ranked journals. Other measures of research quality such as citations are now available, and these measures offer a wider perspective of academic contribution beyond simple article counting. Citations now are an important consideration when evaluating research impact and quality. Google Scholar, Scopus, and other programs are readily available to provide citation counts; and other measures such as Hirsch’s h-index have also been developed. In this chapter, we discuss the issue of research citation, focusing on strategies that can be used to ensure that one’s research output is read by the intended academic and practitioner audiences. We first examine why articles get cited including a consideration of types of articles and types of citations. We then outline how to set up and present research. This includes a discussion of the research’s strong contributions to the field; conceptual and theoretical development; compelling findings; and clear conclusions and implications. Third, we provide guidelines to create visibility and understanding of the article’s contribution in the offline research community and beyond. Fourth, we examine the critical role of the online environment in creating visibility for an article. Here, after having given an overview of academic search, we discuss keywords; design and structure; graphics; metadata and university research repositories; and interactive social media content. We conclude by cautioning about unethical practices to increase citations

The academic’s tasks are usually succinctly described as research, teaching, and service. To be successful in one’s career, each of these must be kept in balance, and prioritized correctly. This is challenging, as the tasks usually are running in parallel, all are time demanding, and any one task can become overwhelming as deadlines approach. We first take a deeper look at the various tasks that must be balanced by the academic. Following that discussion, we provide a series of suggestions for how junior academics can become good at prioritization and other skills that help them achieve the desired balance between the tasks of research, teaching, and service, and between work and personal life.

As an applied social science, business-to-business research is inherently cross-disciplinary. The general theories that provide insight into business relationships, systems, and markets have disciplinary foundations in the economics, psychology, sociology, and management disciplines. When conducting cross-disciplinary research, academic researchers, like their counterparts in industry, must overcome functional silos. Depending on the type of research challenge, a multi-disciplinary approach may be required; however, differences in incentives, culture, terminology and jargon, and so forth all can lead to opportunistic and counterproductive behavior. The purpose of this chapter is to explore how to undertake cross-disciplinary research that advances knowledge and understanding in the domain of business-to-business research. To achieve this purpose, we elaborate on the theorizing processes; we examine how to break cross-disciplinary boundaries; and we provide practical guidelines for undertaking cross-disciplinary research.

Despite evidence of meticulous business-to business marketing research efforts, and the pleas of editors for truly original, ground-breaking research, there is still a shortage of original, courageous research ideas. To provide guidance to researchers and address this problem, we apply the OBC model (observe the world, bridge disciplines, and challenge assumptions and theories). We discuss the three main and four blended strategies recommended by this model, and illustrate each of these strategies with examples drawn from the marketing literature. Our application of the OBC model offers actionable guidelines for generating original research ideas, as well as theoretical grounding for each element of the model. Given the publication pressure felt by young academic researchers, we hope that our discussion provides encouragement and guidance, which will result in original, courageous business-to-business marketing research.

Business-to-business marketing academics study complex phenomena, aiming to describe these phenomena through theoretical frameworks, explaining the relationships among the framework’s constructs, and provide guidance and insight to decision-makers. Not surprisingly, often business-to-business researchers undertake qualitative case studies. In this chapter, we discuss what we believe could be reported in the write-up of a case-study methodology section. In particular, we consider the issues of selecting cases; crafting instruments and protocols, entering the field; and analyzing the data. How to assess the validity and reliability of qualitative case studies is also discussed. We finish the chapter by examining three exemplar case studies that have been published in Industrial Marketing Management.

This chapter discusses what reviewers are looking for when they make comments and suggestions on the manuscripts they receive for review. Contributors responded to an open invitation to reflect on the review process: what do they look for in each part of a manuscript (from introduction to conclusions), what are the mistakes that authors sometimes make, and what advice do they have to authors preparing their manuscripts for submission. Contributors also provided several overall comments on writing style, on making a good first impression, and on the need to address reviewer comments thoroughly in a revision. The chapter complements earlier materials about writing and revising manuscripts, as it presents the perspectives of several experienced and respected reviewers, and provides insights on specifically what satisfies or frustrates them when reviewing manuscripts.

Robust conceptual frameworks are essential to building academic knowledge. Theory development involves high-quality conceptualization that integrates and builds on existing knowledge, possibly using a multi-disciplinary approach. Further, especially in an applied research area such as business-to-business marketing, the emerging theory will have meaningful implications for managerial decision-makers. Insightful conceptual framework development advances theory substantially, not incrementally. Theoretical development can be either purely conceptual or based on empirical data. Nevertheless, there are comparatively few guidelines for the process of conceptual framework development. This chapter discusses pathways to developing conceptual frameworks to support academic research, with emphasis on business-to-business marketing research. As guidelines and conventions are available for data-driven approaches such as grounded theory, we focus on theorizing processes in which existing theory plays a pivotal role.

This chapter discusses the issues and challenges of Ph.D. student supervision. Several academic colleagues with much experience in Ph.D. supervision were asked to contribute their thoughts on this important task. We present the tasks of supervision, including how these may be adapted depending on student characteristics such as extent of managerial experience. Then we explore the challenges faced by Ph.D. students, and discuss how these can be addressed. Following that, we examine the role of the supervisor in helping build student capabilities in publishing and teaching. Furthermore, we address the benefits of taking on supervisory responsibility. In the conclusion, the co-authors of this chapter provide retrospectives on their own experiences as Ph.D. supervisors.