Governanceregimes im Wandel

Abstract

Zusammenfassung: Seit Anfang der 1990er Jahre haben sich die Organisations-und entscheidungsstrukturen im außeruniversitären Forschungssektor verändert. dieser Wandel der governanceregimes der Fraunhofer-gesellschaft, der Max-Planck-gesellschaft, der helmholtz-gemeinschaft und der leibniz-gemeinschaft wird mit einer breiten Palette quantitativer und qualitativer Daten analysiert. Unsere Analyse zeigt, dass die Outputeffizienz der vier Einrichtungen bei Publikationen und Patentanmeldungen deutlich gestiegen ist. Im gegensatz zum hochschulsektor lässt sich aber bislang kein Rückzug der staatlichen governance feststellen. Auch haben hierarchisches Forschungsmanagement, Ressourcenwettbewerb, netzwerkkoordination und Reputationswettbewerb an bedeutung gewonnen. die Vervielfachung der Koordinationsmechanismen deutet auf einen Trend zur "Übersteuerung" der außeruniversitären Forschung hin.Schlüsselwörter: governanceregime · außeruniversitäre Forschung · deutsches Forschungssystem · institutioneller Wandel Abstract: Since the early 1990s, substantial changes have been observed in the organizational and decision structures of the non-university research sector. drawing on a broad spectrum of quantitative and qualitative evidence, we investigate these changes in the governance regimes of the Max-Planck Society, the Fraunhofer Society, the helmholtz Association and the leibniz Association. Our analysis shows that the output efficiency of these four research organizations has increased markedly. Also, new governance mechanisms have become stronger, such as hierarchical management, resource competition, network coordination and international reputational competition. In contrast to developments in the university sector, however, we do not find evidence die diesem Aufsatz zugrunde liegenden Arbeiten wurden im Rahmen der von der dFg geförderten Forschergruppe "governance der Forschung" (http://www.foev-speyer.de/ governance/) durchgeführt.T. heinze () universität bamberg, Institut für Soziologie lichtenhaidestr. 11, 96045 bamberg, deutschland e-Mail: thomas.heinze@uni-bamberg.de n. Arnold Justus-liebig-universität gießen, Fachbereich 01 - Rechtswissenschaft licher Straße 72, 35394 gießen, deutschland e-Mail: natalie.arnold@recht.uni-giessen.de 687 governanceregimes im Wandel for a decrease in state influence. Rather, the governance regimes of research organizations have become more complex and tend to be "over-steered".

Immer. Wi(e)der. Universität.

“…24 Dadurch begeben sie sich in Konkurrenz zu den Universitäten und lösen damit einen ökonomischen Zwist aus, den man ideell immer zu umgehen bemüht war (vgl. Heinze & Arnold 2008). In Reaktion auf diese Entwicklung findet nun vielerorts eine verstärkte Kooperation zwischen außeruniversitären Forschungsinstituten und Universitäten statt.…”

“Preservation of the Laboratory Is Not a Mission.” Gradual Organizational Renewal in National Laboratories in Germany and the USA

“…While the German Federal Government remains the main sponsor, this reform made it less involved in agenda setting for the Helmholtz Centers and it has left most policy and decision making to the Helmholtz Association and its external peer reviewers. 19 The key lesson drawn from these brief historical sketches is that the two laboratory systems have remained persistent and stable entities in their national public research systems, despite budgetary expansions and contractions and a series of substantial changes in their societal environments. This institutional stability sharply contrasts with the dramatic research portfolio changes that have occurred in all of these laboratories.…”

Turning the Ship: The Transformation of DESY, 1993–2009

“…Based on the recommendations resulting from the evaluations, the federal government requested the Max Planck Society, Fraunhofer Society, Leibniz Association, and Helmholtz Association carry out internal reforms. 24 The most sweeping reforms occurred at Helmholtz, based on the Science Council's recommendation to establish a new funding structure along with broadly defined research programs and a suitable governance structure for its planning and administration. 25 In contrast to established practice in which Helmholtz centers were directly and individually funded (90% by the federal government, 10% by the governments of the states in which the research centers were located; the City of Hamburg in the case of DESY), the new budget structure implied that all laboratories would compete for shares in these research programs and the allocation of funding would be founded on peer review-based evaluations of five-year research plans.…”