Modelling university research management the context of transformation process ; Universitetinių mokslinių tyrimų valdymo modeliavimas transformacinių procesų kontekste

Marius Chaîne

Sujets

• Changé
• Management
• Research
• University

Informations

• Publié par: ism_university_of_management_and_economics
• Publié le: 01 janvier 2009
• Nombre de lectures: 19
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

ISM UNIVERSITY OF MANAGEMENT AND ECONOMICS






MARIUS LANSKORONSKIS

MODELLING UNIVERSITY RESEARCH MANAGEMENT
IN THE CONTEXT OF TRANSFORMATION PROCESS




Doctoral Dissertation
Social Sciences, Management and Administration (03S)
















Kaunas, 2009

The dissertation was prepared in 2004-2009 at ISM University of Management and
Economics.

Scientific supervisor:
Prof. dr. habil. Petras Baršauskas (ISM University of Management and Economics, Social
Sciences, Management and Administration – 03S).
























ISBN 978-9955-752-12-3 © Marius Lanskoronskis
TABLE OF CONTENTS

LIST OF TABLES......................................................................................................................4
LIST OF PICTURES .................................................................................................................5
KEY DEFINITIONS...................................................................................................................6
INTRODUCTION8
1. MODELLING OF UNIVERSITY RESEARCH MANAGEMENT..........................................14
1.1. Applicability of Change Management Theory for University Research.......................14
1.2. The Modern Science Concept and Its Influence on Research Management .............27
1.3. Priorities of International Initiatives and Documents and Their Relevance to the
Modern Science Concept ...................................................................................................36
1.4. Directions for Further Development of Trends in Research Management..................55
1.5. Theoretical Model for University Research Management ...........................................78
2. RESEARCH METHODOLOGY ..........................................................................................82
2.1. Research Strategy.......................................................................................................82
2.2. Selecting Cases...........................................................................................................84
2.3. Data Collection and Trustworthiness of the Research................................................86
3. CASE STUDIES PRACTICES IN RESEARCH MANAGEMENT.......................................88
3.1. Belgium (Flanders) ......................................................................................................88
3.2. Czech Republic95
3.3. Denmark....................................................................................................................103
3.4. Finland.......................................................................................................................112
3.5. Germany120
3.6. The Netherlands........................................................................................................128
3.7. Summary of the Case Study Results ........................................................................134
4. RESEARCH DISCUSSION ..............................................................................................144
4.1. Discussion of University Research Management Model...........................................144
4.2. Applicability of the Research Management Model in Lithuania ................................151
CONCLUSIONS....................................................................................................................156
REFERENCES .....................................................................................................................160
APPENDICIES......................................................................................................................170

3 LIST OF TABLES

Table 1. “Good Practice” Initiatives to Develop Research Capacity.......................................38
Table 2. Structure and Organisation of Teaching and Research ...........................................40
Table 3. Example and Rationale for Priority Research Domain .............................................59
Table 4. Analysis of Themes for Fundamental Change in the Belgian Universities...............90
Table 5. Analndaange in the Czech Universities ................97
Table 6. Analysis of Themes for Fundamental Change in the Danish Universities .............106
Table 7. Analndamange in the Finnish Universities115
Table 8. Analysis of Themes for Fundamental Change in the German Universities............123
Table 9. Analndaange in the Dutch Universities ...............129
Table 10. Common Trends of Research Management in European Universities ................146

4 LIST OF PICTURES

Figure 1. Places of Research Conduction ........................................................................ 61
Figure 2. URI-Industry Model in Beijing............................................................................ 66
Figure 3. URI-Industry Model in Shenzhen ...................................................................... 66
Figure 4. Chain of Research Commercialisation.............................................................. 69
Figure 5. Model for University Research Management .................................................... 81
Figure 6. Expanded Model for University Research Management ……………………... 150

5 KEY DEFINITIONS

CHANGE - the continuous adoption of corporate strategies and structures to
changing external conditions (Recklies, 2007).
CHANGE MANAGEMENT - an organised, systematic application of the knowledge,
tools, and resources of change that provides organizations with a key process to achieve
their business strategy (Lamarsh, 2008).
FUNDAMENTAL CHANGE – change influencing organisational mission, identity,
culture, way of work and partnerships (Beckhard and Pritchard, 1992).
KNOWLEDGE AND TECHNOLOGY TRANSFER - the process of developing
practical applications derived from the results of scientific research.
LINEAR SCIENCE MANAGEMENT – management system having clear boundaries
between science and society (Elzinga, 2003).
MODELLING – characterisation of the system, making some assumptions about
how it works and translating these into equations and a simulation program. After
simulation one of the final steps is the validation; i.e. determining whether the results
produced by the model can be trusted (Silvert, 2001).
MODERN RESEARCH MANAGEMENT – research management based on the
principles of non-linear management, oriented to practical application and having strong
backwards communication with the stakeholders.
NON-LINEAR SYSTEM – system where future states cannot be predicted or
controlled from past states, and where small initial changes generate large variations
(Beeson and Davis, 2000).
QUALITATIVE CHANGE – within Dynamic System Theory refers to the shift that
occurs when a system goes from one attractor state through an instability into a different
attractor state (Spencer and Perone, 2008).
RESEARCH MANAGEMENT - planning, organising, leading and controlling
research activities in an organisation.
STAKEHOLDERS OF HIGHER EDUCATION - specific groups of external actors
that have a direct or indirect interest in higher education and cannot always be covered
6 by the consumer-provider analogy. New stakeholders have penetrated a traditional
monopolistic relationship between the state and public higher education institutions with
two main characteristics. Firstly, the role of the external actors has become more
important in last few decades. Secondly, the influence of these external actors has also
grown with respect to internal affairs of individual higher education institutions (Maassen,
2000).
TRANSFORMATION PROCESS – a change in culture, habits, attitude and often a
change in purpose. It is a reconceiving of the entire paradigm of the organisation and its
circumstance (Taylor, 2005).
UNIVERSITY – institution of higher education having a right to organise bachelor,
master and doctoral studies.

7 INTRODUCTION

During the last two decades the higher education sector across the world has started
and has been undergoing significant changes. As the most significant aspects of this
process can be described the Danish reform of higher education in 1993 and the transfer
of the Western higher education management principles to the former socialist countries.
These changes have a significant difference in their essence and can be described as the
breakpoints of the continuous change process we are facing today. Such changes have
involved not only higher education institutions but also policy makers, business and
industrial sector, society and independent researchers. Processes of change have been
transforming the approach to science and scientific production as well. Science becomes
more open to external environment, thus, its role increases, and it appears to be an
important issue to society and business. In the aftermath of the Second World War, the
growth of science became a recognised policy objective (OECD, 1989).