Business academics on advisory boards as contributors for social impact: a critical self-reflection

Purpose This study aims to examine the relationship between business academics, their universities and their participation on external advisory boards to understand how these interactions help translate academic expertise into positive societal change. Design/methodology/approach Data were gathered using a qualitative critical self-reflection approach and analysed thematically. The authors reflected on four questions and prompts informed by the motivation-opportunity-ability (MOA) framework and fit theories. Findings The findings informed the development of the MOA-fit model, emphasising the importance of connectivity between business academics, their universities and advisory boards in driving social impact. Three key themes emerged: motivational drivers for engagement, the interplay of roles and identities and paths to social impact through social contribution. Each theme includes interconnected subthemes that illuminate how these relationships function in practice. Research limitations/implications While limited by the method, findings provide practical guidance for academics and advisory board practitioners aiming for social impact. The MOA-fit model also enables academics to reflect on their suitability for advisory roles. Practical implications This research offers guidance for fostering impactful academic-advisory board collaborations and translating research into business strategy for social contribution. Originality/value This study introduces the MOA-fit model, which conceptualises the tripartite relationship between business academics, universities and advisory boards with a focus on social impact. By applying a reflective approach, it offers unique insights and extends the MOA framework by integrating fit theories to better understand when academic-advisory board relationships are most effective.