Scholarly research does not stand alone. For economics more broadly, the evolution of the discipline relies on shared discussion, intellectual exchange, and the institutions that offer venues for scholars to interact. Direct leadership in societies, editorial effort at journals, and the maintenance of research networks can influence not just the course of research but also how knowledge finds its way to policymakers and the public at large. These activities take time, influence, and trust, and tend to disclose the position of people who lead their professional communities. One such example of influence can be observed through Martin Chalkley’s career.
Chalkley’s leadership participation became prominently evident through his activity with the Scottish Economic Society, one of the United Kingdom’s oldest regional economic societies. The society, which was established in 1897, has a long tradition of contributing to economic discussion in Scotland and beyond in Britain. Between 2006 and 2008, Chalkley served as President, a role that involved chairing conferences, assisting with the Scottish Journal of Political Economy, and representing the society in academic and public debates. His term coincided with a time when society was expanding its interests, seeking to encompass more varied areas of research than hitherto purely Scottish in concern.
The Scottish Institute for Research in Economics (SIRE) was another area where Chalkley’s leadership was evident. Introduced in 2006 with the support of the Scottish Funding Council, the institute was intended to establish a collaborative setting for economists at Scottish universities. Its purpose was to create a more substantial research foundation for Scotland through collective expertise and the provision of training for younger researchers. Chalkley’s leadership function within SIRE included coordinating institutions, providing support for funding applications, and facilitating the integration of Scottish economists into broader UK and global discourse. The institute is considered a critical component of Scotland’s higher education infrastructure within economics.
Editorial service is another, but no less effective, contribution. Journals make an author’s work accessible to the world, and editorial boards are tasked with upholding standards as well as reacting to future research directions. Chalkley’s position as Editor-in-Chief of the Journal of Health Economics put him at the heart of one of the premier sources for health economics in the world. Founded in 1982, the journal has been at the forefront of publishing research on health systems, incentives, and global health topics. Through serving on the editorial board, Chalkley was responsible for manuscript decisions, peer review procedures, and the overall mix of the journal’s content.
In addition to this, he held an editorial position at the Scottish Journal of Political Economy, the Scottish Economic Society’s established publication. The job involved dealing with a broad spectrum of submissions on political economy and applied economics. It is also directly connected to his presidency because the journal is the society’s flagship publication. Throughout, the journal remained an international forum for economic discussion while having a clear Scottish flavour.
The value of these editorial and leadership positions can be appreciated through their wider influence on the profession. The Journal of Health Economics is one of the most frequently cited journals in applied economics, with an impact factor greater than 3.0 in recent years. This speaks to both the prominence of its articles and their utility in informing future research. Similarly, SIRE has funded hundreds of early-career researchers and doctoral students since its inception, supporting Scotland’s role in the global research community. These figures underscore the way in which posts such as those of Chalkley have an impact far beyond individual careers.
It is also worth considering the circumstances in which these posts were performed. The early 2000s marked a period of expansion in health economics as health systems across Europe and beyond faced pressure from ageing populations and rising costs. Research in the field became more policy-relevant, with governments seeking advice on funding structures and incentives. By sitting on the editorial board of the Journal of Health Economics, Chalkley was well placed to steer the types of debate that were likely to reach the mainstream of scholarly discussion. His work in SIRE, on the other hand, was evidence of a national initiative to provide Scotland’s economists with an opportunity to contribute to these global debates.
Leadership and editorial work may not always gain public attention in the same way as publications or policy advice, but they are essential in keeping the profession alive. Chalkley’s work for the Scottish Economic Society, SIRE, and two academic journals shows how economists make a contribution to their field above and beyond their own research output. These roles involved mediating conflicting interests, being agreeable to fostering younger scholars, and understanding how economics relates to broader social issues.
Together, these factors position Chalkley not merely as a solitary academic expert but as part of the shared edifice of economics within the UK. His presidency of the Scottish Economic Society positioned him in an over-century-long tradition, whilst his contribution to SIRE represented a new paradigm for cooperative research. His work as an editor connected him to journals that are still in the process of molding the discipline.
In examining these functions, it is evident that professional service and leadership constitute a core component of an economist’s career, filling the space between individual research and the evolution of the discipline generally. Martin Chalkley’s work within these domains remains a part of the institutional record of British economics as well as global health economics.
