“I realized I genuinely enjoyed writing my thesis,” recalls Moritz Dalheimer. What many students experience as a one-off academic obligation became his entry point into research and into an academic world that he now actively helps shape.
Dalheimer is currently pursuing a PhD in Financial Services Innovation at the University of St. Gallen and serves as president of DocNet, HSG’s doctoral association. In this role, he connects around 300 active PhDs and over 1,000 alumni. His mission: to foster exchange, build connections, and open up new perspectives.
“Especially at the beginning, many PhD students have few social connections. They begin at different times, are spread across locations, and rarely meet other researchers.” This is where DocNet steps in. Through both academic and social formats, the association strengthens community and dialogue. “We’re a platform for connection – between PhDs, and also with companies.”
Two core goals guide their work: First, building a strong internal network. Second, promoting interdisciplinary exchange. This is most visible at the annual DocNet Symposium, which brings together high-profile guests from academia, business, and government. “We want to discuss relevant societal questions. Many PhDs are looking to make an impact on practice, not just pursue an academic career.”
Academia and Industry: Potential, Pitfalls, and Practical Advice
That search for impact shows up in day-to-day research, too. “We do our PhDs in a management context, that means analyzing the status quo, understanding performance differences, and deriving recommendations.” But without practical relevance, he says, this work stays abstract. “We need real-world insights, data, actual problems – and the right partners.”
HSG, he explains, is well-positioned here. Practice orientation is part of the university’s DNA. Still, collaboration with industry is easier said than done:
- Companies don’t publish “research calls”
- University chairs can’t cover every topic
- Resources and data access must align
“We PhDs are often the bridge – between professors and students, between academic teams and companies. We provide feedback, make sure everyone’s heard, and catch the things that fall through the cracks.”
This is especially true when supervising Bachelor’s or Master’s theses. “There’s a surprising amount of coordination involved and a lot of untapped potential.” When companies are part of the process, things become even more complex. “You need two sides that are genuinely motivated — and they need to find each other.” But that’s not easy. “There’s no marketplace for research topics. Many great matches never happen.”
Then there’s the clash of expectations: “Companies expect consulting; we need to publish. Our work is objective, not instrumental.” Which is why clarity from the start is essential:
“What does the company actually want? Is the project academically feasible? Are the right data available?”
Dalheimer advocates for more transparency and openness on both sides: “Researchers should proactively reach out to companies. And companies should be upfront about their question, even if there’s no immediate match.” “Not every rejection is a bad thing. Sometimes, it’s just not the right fit. But if you keep at it, something great can emerge.”
Journals: Practice-Oriented Research Needs Visibility
Practical relevance alone isn’t enough if it isn’t reflected in the academic system. One of the key tensions lies in how top-tier management journals tend to prioritize theoretical models over practice-based research. “Many practice-oriented studies provide real value, but they don’t end up where they receive visibility and recognition,” says Dalheimer. While companies are looking for concrete, actionable insights, academic research often remains at a high level of abstraction. What’s needed are formats that allow for both methodological rigor and practical relevance.
“We don’t just need to do applied research. We need to show it. And we need to value it.”
Only then, he argues, can the bridge between universities and the business world be sustainably reinforced.
A Final Call to Action
Dalheimer’s conclusion is clear: “Research that makes an impact is possible – if both sides are open, communicate well, and remove structural barriers together.”
His message to PhD candidates? “Stay persistent. Talk to people. Stay open. And don’t take rejections personally.”
His message to companies? “Make your research interests visible. Reach out to academic departments. Ask questions, even if you don’t have a fully developed project yet.”
And his wish for the system as a whole? “That applied research gains more visibility—not just in journals, but also in how academic careers are built.”