Strategies for strengthening research
leadership in universities
Åsa Olsson
LH Martin Institute for Tertiary Leadership and
Management
Approach to building research capabilities
Topdown
Bottomup
Indonesia’s research context
Understanding the dynamics of
research leadership
Postgraduate
training
Science,
Technology and
Society
Public understanding
of research
Policy for
research
Utility of
research (broad
sense)
Scienometrics
Social innovation
and
entrepreneurship
Research for
policy
Spin-outs
Innovation
policy/Industry
policy
IPRs
University/Industry
Social
entrepreneurship
/innovation
Entrepreneurships
How do develope research
excellence?
Overall
Governance of
Research
Landscapes
• ManagementFunding
perspective
arrangements
for R&I
• Leadership perspective
Research
performing and
disseminating
organisations
• Creativity
• Funding acquisition
Excellence from a management
Perspective (Balderston 1995)
Institution satisfies conditions for long-term
Overall
viability
Funding
Governance of
arrangements
Sound governance
structure ensuring
Research
autonomy and self-direction,
for R&I
Landscapes
Broadly accepted commitment to academic
values,
Research
Excellence is what your peers value as
performing and
excellent,
disseminating
Emphasis on the selective,
the critical, the
organisations
fundamental, the cosmopolitan, the long-range.
Leadership and Research Excellence (Hemlin et al. 2004)
Clear co- ordinated
objectives
Well-managed staff
selection
Excellent visionary
Group participation in
leadership
Internal and external
communications
strongly
correlate with
Research
high-level performance
Diversity in age and
background also
contribute to the good
culture and climate
Overall leadership Funding
Governance of
arrangements
Research
for R&I
Landscapes
performing and
disseminating
Bothorganisations
primary focus on
research and a genuine
research culture
stimulate high-quality
outputs from research.
Creative Research groups (Heinze et al. 2009)
Extra-mural collaborations play an even greater role in research excellence than
was assumed in these previous reports.
Overall
Funding
Governance
of
Successful groups draw on larger collaborative
networks, provide a link between
arrangements
Research
disjointed peers and work under conditions that reflect multidisciplinary contacts.
for R&I
Landscapes
A scientific actor who operates at the intersection of a diversity of research
groups may generate more original research
Researchby having a greater variety of
perspectives and knowledge available (e.g. Burt, 2004).
performing and
disseminating
Such a position may not be the optimal
one for diffusing new ideas. Cohesive
organisations
collaborative groups and high- trust networks may function best for such
purposes (e.g. Fleming et al., 2007).
Hornbostel’s (2001) work on third party funds: Funding
acquisition is only an appropriate indicator of
excellence when:
Funding is
common in
the field
Overall
Governance of
Research
There
is a
Landscapes
Funding
arrangements
for R&Iis a
There
qualified
mix of
peer-review
resources in
system Research
the system
operating
performing and
disseminating
organisations
The essential
infrastructure
for research
is available.
Improving performance
Support
structures
Executive
leadership
Research
leadership
Executive
leadership
Influence and engagement
Priority stetting, uncertainty and risks
Human resource policy
Internationalization
Collaboration
Research ethics
Reserach infrastructure
Rewards and recognition
Internationalization
Early career work
PhD training design
Sustaining and managing
resources
Innovation and engagement
Research
leadership
Support
structures
Strategy implementation
Management of resources
Competitive funding
Collaborations
Innovation
Engagement
Research leadership at
organisational (unit) level
Mission
articulation
Strategic
planning
Research
management
Financial
Performance
evaluation
and incentive
and reward
Accountability
Commercia
lisation
Knowledge
transfer
Community
engagement
• Career
pathways
• Recruitment of
talent with a
track record in
research
• Performance
evaluation
Financial
• Integrating
postgraduate
students to the
medical centres
• Building mutually
reinforcing teams
in priority areas
• Development of
research
management
capacity
• Hosting
international
scholars
Performance
Human resource
development
Preliminary results of UGM/FM/Centres
• Short-termism
• Developing
strategies
Spreading the
costs through
entering high
performing
collaborations
For enquires
Please contact:
• Åsa Olsson, Program Director
• [email protected]