Organized Research Units--Their Role in the Development of University Research

Geiger, Roger L.

doi:10.2307/1982031

Cited by 50 publications

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“…This paper argues that viewing such units as boundary organizations is useful in understanding the changes they bring to universities and the challenges they face. This view is consistent with the literature on ORUs, which highlights how they operate as intermediaries between the university and multiple stakeholders, extending academic research roles to meet external demands (Geiger 1990).…”

supporting

confidence: 85%

“…Centers have been established since at least the nineteenth century to conduct research of interest to sponsors (Geiger 1990). University research settings are increasingly diverse, with the multiplication of demands on academic scientists to advance knowledge, contribute to technological innovation, support regional development agendas, and inform policy debates, among other tasks (Geiger 2004;Slaughter and Rhoades 2004;Gibbons et al 1994).…”

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

“…University research settings are increasingly diverse, with the multiplication of demands on academic scientists to advance knowledge, contribute to technological innovation, support regional development agendas, and inform policy debates, among other tasks (Geiger 2004;Slaughter and Rhoades 2004;Gibbons et al 1994). ORUs have been described as intermediaries between these external demands and universities, allowing researchers to respond to new knowledge needs by extending the roles of academic departments (Geiger 1990). Governmental research agencies have emphasized modes of research support that involve ORUs, whether to perform 'big science', to facilitate university-industry collaborations, or to forge inter-institutional cooperation.…”

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

“…Such units deal with multiple stakeholders within and outside the university: administrators that may approve and/or support their operation, academic departments from where faculty are recruited, sponsors that fund their activities, donors that provide gifts, potential users of their research, among others (Ikenberry and Friedman 1972;Friedman and Friedman 1982;Teich 1982;Geiger 1990;Gumport 1993). ORUs thus need to manage multiple sources of influence, resources, support, and legitimacy.…”

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

“…Such units often focus on problem-oriented, applied, and interdisciplinary research of interest to sponsors (Geiger 1990;Klein 1990). However, they are embedded in universities whose incentive and reward structures are discipline-based.…”

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

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Between the local and the global: organized research units and international collaborations in the health sciences

Sá

Oleksiyenko

2010

High Educ

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Organized research units-also known as centers, institutes, and laboratoriesare increasingly prominent in the university. This paper examines how ORUs emerge to promote global agendas and international collaborations in an academic health center in North America. The roles these units play in helping researchers work across institutional and national boundaries are identified and analyzed. The concept of boundary organizations is employed to explain the features of ORUs and the challenges they face. Findings provide insight into how such units operate between local and global mandates, interest groups, and sources of influence, helping to extend university research into the global space.

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supporting

confidence: 85%

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

Section: Conceptual Background: Orus As Boundary Organizationsmentioning

confidence: 99%

See 3 more Smart Citations

Between the local and the global: organized research units and international collaborations in the health sciences

Sá

Oleksiyenko

2010

High Educ

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2009

ASHE Higher Education Report

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Executive Summary Foreword Overview Defining Interdisciplinarity The Disciplines, Interdisciplinarity, and the University Interdisciplinarity, Learning, and Cognition Interdisciplinarity and the Practice of Research Faculty and Institutional Structure: The Conflict of Interdisciplinarity Best Practices Related to Interdisciplinary Education Implications for Practice and the Future of Interdisciplinarity Defining Interdisciplinarity Conceptualizing the Disciplines Conceptualizing Interdisciplinary Knowledge Conclusion The Disciplines, Interdisciplinarity, and the University The Historical Influence of the Disciplines on Teaching and Learning Interdisciplinary Initiatives in Twentieth‐Century American Higher Education Conclusion Interdisciplinarity, Learning, and Cognition The Disciplinary Basis of College Student Learning Defining Interdisciplinary Curricula in Higher Education Conclusion Interdisciplinarity and the Practice of Research Challenges to the Practice of Interdisciplinary Research Facilitating Interdisciplinary Research in Higher Education Conclusion Faculty and Institutional Structure: The Conflict of Interdisciplinarity Interdisciplinarity, Faculty, and Change in Higher Education Achieving Institutional Goals and Interdisciplinary Faculty Engagement Fostering Faculty Connections Across Institutional Boundaries Modifying Activity Systems to Encourage Interdisciplinarity Conclusion Best Practices Related to Interdisciplinary Education Dedicated Organizational and Physical Space Student‐Centered Pedagogy Focus on Problem‐ or Theme‐Based Learning Curriculum Shaped Through a Variety of Interdisciplinary Learning Experiences Culminating Capstone Project or Student Portfolio Focus on Collaborative Learning Rather Than Mastery of a Particular Content Use of Independent Study, Internships, and Experiential Learning Goal of Preparing Students for a Complex, Modern Interdisciplinary Future Conclusion References Name Index Subject Index About the Author

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Disjointed governance in university centers and institutes

Mallon

2004

New Drctns Hghr Edu

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William MallonThe American research university, like the modern metropolis, is sprawling, and the most significant growth is occurring in the suburbs, not the center. Activities such as for-profit curricular ventures, strategic research alliances, distance education, and technology transfer testify to the increasingly far-flung enterprise of higher education. In these congested suburbs of the university, new models of decision making have emerged. Consequently, this is where scholars need to focus investigations of academic governance. Some have already begun to do so. Kennedy (1993), for instance, argued for "new coalitions" of decision makers from both the institutional center and its periphery (p. 113). Bok (2003) called for new decisionmaking models for entrepreneurial ventures. Kezar and Eckel (forthcoming) considered how new kinds of academic workers make "shared" governance more complex and problematic.I want to explore conceptually what others have done anecdotally. Asserting that university governance is disjointed, I argue that certain structures, processes, and participants-in what I am calling the suburbs of the institution-have captured a role in decision making, infringing on how traditional governance works. I will examine the case of research centers and institutes in order to demonstrate how this disjointedness adds to and complicates traditional governance in the research university.

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Organized Research Units--Their Role in the Development of University Research

Cited by 50 publications

References 0 publications

Between the local and the global: organized research units and international collaborations in the health sciences

Between the local and the global: organized research units and international collaborations in the health sciences

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Disjointed governance in university centers and institutes

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