An increase in research productivity is of vital importance in the development of countries worldwide. However, when research outputs are measured, many higher education faculties neither meet the expectations regarding quality nor quantity despite the increasing drive towards publications. This paper examines how academic managers can reform a prevailing weak or average research culture. Research and innovation managers such as deans, research directors and research professors may benefit from implementing the principles of the innovation value chain to transform a specific research culture characterised by low morale and a lack of outputs. Based on the author's experience and relevant scholarly literature, it is argued in this paper that a general passive or negative attitude amongst faculty members who are expected to produce research outputs, can be converted to a vibrant environment characterised by positive attitudes and increased research productivity.