Motivating participation in open science by examining researcher incentives

Abstract

Support for open science is growing, but motivating researchers to participate in open science can be challenging. This in-depth qualitative study draws on interviews with researchers and staff at the Montreal Neurological Institute and Hospital during the development of its open science policy. Using thematic content analysis, we explore attitudes toward open science, the motivations and disincentives to participate, the role of patients, and attitudes to the eschewal of intellectual property rights. To be successful, an open science policy must clearly lay out expectations, boundaries and mechanisms by which researchers can engage, and must be shaped to explicitly support their values and those of key partners, including patients, research participants and industry collaborators.

The Reuse of Public Datasets in the Life Sciences: Potential Risks and Rewards

“…While the scientific community and society is profiting most from public datasets, there are additional well documented benefits of open access for authors themselves (e.g. increase in attention and ultimately citations) (3,23,24). Researchers can build a reputation by generating high quality and well documented datasets.…”

Open science precision medicine in Canada: Points to consider

“…Academic researchers are major agents of change in achieving the broad implementation of open science, being key decision-makers about what is shared, with whom, and when (Parthasarathy 2011). However, empirical evidence indicates that many academic researchers are uncertain about the definition and boundaries of open science, its potential risks and benefits, and how they can practically participate (Ferguson 2014;OECD 2015;Ali-Khan et al 2017; Open Research Data Taskforce 2017). These uncertainties can deter researchers' uptake of open science out of concerns that greater openness may have adverse consequences for their career progression (for example, LERU Research Data Working Group 2013; Levin et al 2016;Ali-Khan et al 2017), or their relationships with important research partners (Ali-Khan et al 2017).…”

Key Problems of Staff Management at Enterprises and Their Solutions Ways

“…3) the majority of small organizations are interested in paying their employees only the minimum salaries (salaries corresponding to the size of the minimum wage in accordance with the current legislation), and not to change them in accordance with the general tendencies of the world labor market development, which testifies that perhaps the firms are not willing and timely monitoring of the labor market; 4) compensation of low salaries at the expense of various allowances for the performance of direct official duties; 5) the pay system is opaque for managers of the lower level and has a large number of components, which greatly complicates the payroll process (Ali-Khan, 2017).…”