Authored by Dwayne W. Lehman, Carnegie Mellon University
In a series of articles, we will present the newest in research administration from the Journal of Research Administration. Read the full JRA here.
Research conducted at colleges and universities is big business. It is an integral part of an institution’s mission and represents a significant portion of the academic activity on campuses. The research endeavors can increase the prestige and competitive standing of the institution (Turk-Bicakci & Brint, 2005). In response to this climate, higher education institutional leaders are promoting and developing more complex research strategies that include interdisciplinary, intercollegiate, and international collaborations (Derrick & Nickson, 2014; Langley & Huff Ofosu, 2007; Rutherford & Langley, 2007; Turk-Bicakci & Brint, 2005). As the political and global environment of sponsored research at universities increase, so do the management, fiscal accountability, and reporting requirements of research projects (Lintz, 2008; Rutherford & Langley, 2007; Smith, Trapani, Decrappeo, & Kennedy, 2011). These factors have expanded the administrative requirements of research and increased the essential domain of knowledge that research administrators must possess to accomplish their responsibilities.
The administration and management of research at an institution of higher education is a multifaceted task that spans an institution. Collectively research administrators at institutions of higher education form a community of practice. A community of practice is defined as a group of people, who share a craft or profession (Lave & Wenger, 1991). Research administration across institutions of higher education also forms a type of organization. March and Simon (1993) define an organization as a “system of coordinated action among individuals or groups whose preferences, information, interests, or knowledge differ” (Organizations, p. 2). An organization survives through the control of information, formation of identity, creation of shared stories and incentivizing acceptable behaviors (March & Simon, 1993).
Read the full article here.
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