The internationalisation of research institutes

Cruz‐Castro, Laura; Jonkers, Koen; Sanz‐Menéndez, Luis

doi:10.4337/9781782545514.00015

Cited by 7 publications

(4 citation statements)

References 19 publications

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“…The emphasis was no longer on collaboration per se, but more on global competition and research excellence (Luukkonen & Nedeva, 2010). Stronger focus on competition actually fosters research collaboration since staying at the frontier of worldwide science requires joint effort and resources (Cruz-Castro, Jonkers, & Sanz-Menéndez, 2015). This shift was compliant with increased interest at EU political forums in research and knowledge production, as manifested in the Lisbon Strategy.…”

Section: Integrating Europementioning

confidence: 99%

The Geography of Scientific Collaboration

Olechnicka¹,

Płoszaj²,

Celińska-Janowicz³

2018

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Science is increasingly defined by multidimensional collaborative networks. Despite the unprecedented growth of scientific collaboration around the globe-the collaborative turn-geography still matters for the cognitive enterprise. This book explores how geography conditions scientific collaboration and how collaboration affects the spatiality of science.This book offers a complex analysis of the spatial aspects of scientific collaboration, addressing the topic at a number of levels: individual, organizational, urban, regional, national, and international. Spatial patterns of scientific collaboration are analysed along with their determinants and consequences. By combining a vast array of approaches, concepts, and methodologies, the volume offers a comprehensive theoretical framework for the geography of scientific collaboration. The examples of scientific collaboration policy discussed in the book are taken from the European Union, the United States, and China. Through a number of case studies the authors analyse the background, development and evaluation of these policies. This book will be of interest to researchers in diverse disciplines such as regional studies, scientometrics, R&D policy, socio-economic geography and network analysis. It will also be of interest to policymakers, and to managers of research organisations.

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Section: Integrating Europementioning

confidence: 99%

The Geography of Scientific Collaboration

Olechnicka¹,

Płoszaj²,

Celińska-Janowicz³

2018

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“…More analytically grounded, the research of Cruz-Castro et al ( 2015 ) or Sanz-Menéndez et al ( 2011 ) identified two attributes of research organisations likely to condition research agendas: (a) the degree of external autonomy and resource dependence of the organisation—in terms of funding, human resources, access to external knowledge, for instance—and the associated degree of autonomy and discretion over resources; (b) the type of internal authority structure characterising the functioning of the organisation, and more precisely the relationship between centres’ researchers and management. Based on these dimensions, they constructed a typology of research organisations in correspondence with some empirical cases.…”

Section: Research Funding and Authority Sharingmentioning

confidence: 99%

Autonomy and Authority in Public Research Organisations: Structure and Funding Factors

Cruz‐Castro

Sanz‐Menéndez

2018

Minerva

Self Cite

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This paper establishes a structural typology of the organisational configurations of public research organisations which vary in their relative internal sharing of authority between researchers and managers; we distinguish between autonomous, heteronomous and managed research organisations. We assume that there are at least two sources of legitimate authority within research organisations, one derived from formal hierarchy (organisational leadership) and another derived from the research community (professional); the balance of authority between researchers and managers is essentially structural but is empirically mediated by the funding portfolio of organisations and the corresponding endowment of resources at the disposal of leaders or researchers. Changes in the level, sources and strings of organisational and individual research funding are expected to affect the balance of internal authority in different ways depending on the organisational configuration, and to open the door to the influence of external actors in the development of research agendas.

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“…With respect to our objective to understand what drives PROs to vertically integrate or outsource knowledge transfer management activities, this literature suffers from two main limitations. First, findings from studies of universities cannot be immediately transposed to PROs, which are different in many respects, including: (i) their activities (PROs' teaching activities, when they exist at all, are limited to doctoral supervision and professional training, and PROs' research activities are often closely directed to the achievement of government objectives (Cruz-Castro et al, 2015); (ii) their subject focus (PROs tend to specialise in one field or a few closely related fields, while universities can have very diversified subject portfolios); (iii) their governance (PROs can have varied ownership and management structures, and can be affiliated with different parts of government (Sanz-Menéndez et al, 2011), whereas universities usually maintain an arms' length relationship with government whose role is limited to funding provision). Secondly, studies in this stream of research tend to be descriptive, paying limited attention to the conceptualisation of the choice of organisational approach in more theoretical terms.…”

Section: Knowledge Transfer Management In Prosmentioning

confidence: 99%

Intrinsic and strategic complementarity of research and knowledge transfer activities as determinants of knowledge transfer management: evidence from public research organisations

Ghorbankhani

Rossi

2022

J Technol Transf

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While public research organisations (PROs) are increasingly expected to actively transfer knowledge to business, government and wider society, limited research exists about how they manage this important function. Particularly, we do not know under what conditions it is more effective for PRO to vertically integrate knowledge transfer management, or to outsource it to specialist providers. Extending the theory of firm boundaries to PROs, we argue that this choice is influenced by two types of complementarity between research and knowledge transfer: intrinsic complementarity (occurring when the knowledge transfer process requires unique tacit knowledge) and strategic complementarity (occurring when the nature of the knowledge recipients matters to the PRO). By exploiting a unique six-year panel dataset of 33 PROs in the United Kingdom, we confirm that higher degrees of both types of complementarity are associated with greater likelihood to vertically integrate knowledge transfer management, and that these effects are independent of economies of scale and sector specificities.

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The internationalisation of research institutes

Cited by 7 publications

References 19 publications

The Geography of Scientific Collaboration

The Geography of Scientific Collaboration

Autonomy and Authority in Public Research Organisations: Structure and Funding Factors

Intrinsic and strategic complementarity of research and knowledge transfer activities as determinants of knowledge transfer management: evidence from public research organisations

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