Turning Social Science Into a Business

Turning Social Science Into a Business

In mid-2015, I was featured on the University College London Researchers about my time running my consultancy. Read more below about my career transition and how I use social science when working with not-for-profit organisations and businesses.

Dr Zuleyka Zevallos earned a PhD in Sociology from Swinburne University, Melbourne, where she remains an Adjunct Research Fellow. She currently runs her own business, Social Science Insights, a Research and Social Media Consultancy working with small to medium businesses, government, and not-for-profits who require social research, training and policy advice. She also provides research-driven social media content to help public education and health campaigns. Here Zuleyka shares her career journey, and offers tips to researchers thinking of moving out of academia.How did you move from studying for a PhD to starting your own consultancy?

After completing my PhD at the end of 2004, I continued to work as a lecturer. I left in 2006 because there was no job security in academia. I found it difficult to find full-time academic work in my field, but once I started looking in business and policy sectors, the job choices were surprisingly abundant. I’ve reflected on the fact that, at first, it was very disheartening to give up on my dream job in academia, but once I realised the multiple career possibilities in other industries, the decision to leave was empowering.

A career beyond academia leads to diverse experiences, and the work will likely take you to places you may not have expected. Having had little luck for months trying to get an academic job, I decided to apply for unconventional roles that sounded interesting. I received a number of different offers, which showed me how valuable my PhD degree was to non-academic employers. I took a job in federal government as a Social Scientist. I moved interstate to take the position. Within five years, I had led two interdisciplinary team projects working on social modeling and intercultural communication, and I also conducted research on a range of topics, from political violence to media analysis to the socio-economic outcomes of migrants and refugees. The role was varied so that I worked with many different clients, and I also attended conferences and published articles, which kept me engaged with my academic peers.

In late 2011, I decided to move back to my home state permanently. I worked as a Senior Analyst on an environmental health and safety investigation. I led a team of 23 researchers examining 30 years worth of reports and company data, as well as analysing interviews with 300 emergency service workers. We evaluated the connections between training and environmental practices, the chemicals used during exercises, and the high rate of cancer and other illnesses amongst emergency service workers.

After the investigation ended, I decided to set up my business. I had plenty of leadership experience, and had worked autonomously in setting up various projects in my previous roles, plus I had worked with many different client groups. Setting up the business required a lot of research, and I also took a business management course. I’ve been working as a consultant for the past couple of years.
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Research shows that around 40% of Australians do some form of volunteering.

Research shows that around 40% of Australians do some form of volunteering. Volunteering is a great way for individuals to improve their communities but there are additional benefits for employers. This includes the social ties that volunteers gain, as well as the new skills they learn, including communication with broader members of the public.

Head to our blog to learn more about why volunteering is an asset that more businesses should support: http://buff.ly/1nkZk0v

#socialscience #sociology #volunteering #notforprofit #business #entrepreneurship

Studies show that most employees are unhappy with the way they’re under-utilised at work, and they lack trust in…

Studies show that most employees are unhappy with the way they’re under-utilised at work, and they lack trust in their organisations. Yet with an ageing workforce on the rise, people feel increasingly pressured to delay their retirement. On my blog, I show how social science can help managers and employers improve their workplace relations and increase worker satisfaction, which in turn boosts productivity.

Read more: http://buff.ly/1nkZh4z

Photo: Photo by JD Hancock via Flickr. #socialscience #sociology #work #business #entrepreneurship #happiness #socialpolicy

Sociology of Personality Tests

Sociology of Personality Tests

Do you know much about the Myers-Briggs test? It’s a psychology test used to classify different personality types. Many workplaces use this test to try to help manage different communication styles. Sociological research has shown, however, that many workplaces lose sight of how the test should be used. Workers can sometimes become pigeon-holed into certain roles and broader organisational issues can be excused away due to a misunderstanding of the personality types.

Check out my Social Science Insights blog to see how workplaces can better use the Myers-Briggs test: http://buff.ly/1tObvuR

#socialscience #sociology #psychology #myersbriggs #personality #leadershp #business #entrepreneurship #management

End of Business Review Weekly

Former BRW journalist, Ali Cromie, reflects on the end of publishing titan Business Review Weekly. While BRW will move into digital publishing, some of its better known features will migrate to the Financial Review.

This interview is fantastic. Cromie speaks passionately about the low points (“hi-jinx”) that BRW reporters faced as well as what it represented as a media institution of over three decades. She tells a detailed story of how she got under Rupert Murdoch’s skin. She also said she left journalism because she felt she could no longer protect her sources due to phone tapping.

Cromie argues that the BRW’s parent publisher Fairfax failed to have a cohesive strategic vision. It pulled apart BRW’s entrepreneurial section, it mixed in BRW stories into a broader pool of financial reporting, therefore hurting its niche readership.

Cromie argues that the BRW brand still has power, but it requires dedicated management. “The problem is not the platform. It’s the board.”

Fluid Traditional Families

globalsociology:

It always amuses me when I hear people or pundits discuss “the traditional family” as if there were such a thing. Look guys, there is no such thing as “the traditional family’ historically or anthropologically. Family structures have always been fluid arrangements that reflected social, economic, political and cultural structures under the umbrella of power arrangements, mostly in patriarchal contexts.

Case in point:

“Japan has the world’s second highest adoption rate of more than 80,000 a year but most are adult men in their 20s and 30s.

“Historically, it’s been far more common with families in the western part of Japan where merchant families tried to choose the most capable successor,” says Mariko Fujiwara, a sociologist at Hakuhodo Institute of Life and Living.

If you did not have a capable son to succeed, you would try to find a more capable man to marry one of your daughters, she says.

“But the chances are, you didn’t have as capable a son as you’d want so you’d search through your network to find a more capable man to marry one of your daughters.”

“It was a very pragmatic decision for that family business to survive,” she adds.

Even today, the vast majority of Japanese companies are considered family businesses. They include household names such as car-makers Toyota and Suzuki, camera-maker Canon and soy sauce firm Kikkoman.

(…)

Suzuki is famously known to have been led by adopted sons. The current chairman and CEO Osamu Suzuki is the fourth adopted son in a row to run the company.

“Family businesses that are run by sons-in-law are much better in many cases than family businesses run by their own sons,” says Yasuaki Kinoshita who invests in Japanese companies at Nissay Asset Management.

“When I make a decision to invest in a listed company which is still owned by a family, the big negatives are corporate governance and succession.”

At Matsui Securities, its fourth president Michio Matsui was adopted into the family, but this meant ditching his own name.

“I was my parent’s oldest son so I was a bit hesitant to be adopted by another family,” he recalls. “But my biological parents said maybe it was my fate.”

Historically, however, changing names wasn’t a big deal because many simply didn’t have one.

“Only 150 years ago, people didn’t have family names unless you came from a significant social class of Samurai,” sociologist Mariko Fujiwara explains.

“And when you changed your name, it was usually because you were given a new name as an honour or as an award for something that you’d accomplished.” It became aspirational, she adds.”