CBR puts researcher development into practice
CBR is being developed as a researcher development initiative within this strategic framework. Its starting point is Digital & AI Management. It aims to strengthen scientific judgement, constructive reviewing and knowledge sharing while remaining open to researchers who choose other publication routes.
A community throughout the year
The ISPC community brings together researchers, reviewers, educators, practitioners and institutions. CBR aims to support ongoing learning and collaboration through materials and future exchange formats. Sustainable relationships and meaningful participation matter more than the size of a network.
Complementary public platforms
CBR.international explains researcher development principles and planned support. Under Strategy 2030, ispc.info is intended to develop into the institutional platform for both the international conference and its wider community. CBR complements this wider purpose.
Separate development and official review
The planned voluntary workspace will support work on drafts. Authors will independently submit their chosen version to the official conference process. Development reports and usage histories must remain separate from official review. Human peer review should itself provide constructive feedback while maintaining rigorous standards.
Continuity and practical impact
CBR aims to help researchers communicate the relevance and limits of findings for organisations and society. Maintained resources and the development of future reviewers and mentors should preserve knowledge beyond individual organisers.
Scientific recognition
The Young Scientist Award forms part of the ISPC context. Its current eligibility, criteria and selection procedures should be checked in the relevant announcement. Recognition complements development and does not guarantee publication.
Partnerships with clear responsibilities
Existing ISPC partners are preferred partners for developing CBR. A specific CBR partnership requires agreement on expertise, responsibilities and capacity; it does not follow automatically from an existing affiliation.
A long-term development path
Our strategic priorities are foundations in 2026–2027, stronger capabilities in 2028–2029, and continuity from 2030 onwards. This is a direction for development, not a promise that every planned service will be available by a fixed date.