The Journal of Research Administration (Journal) is the premier scholarly resource addressing excellence in research management, administration and development of the profession. The Journal serves as a pathfinder for how to effectively grow and manage your research enterprise. As our profession evolved and spread throughout the globe over recent decades, it took on a span of tasks that requires distinctive skill sets. This issue of the Journal reflects the breadth of duties that have now become the norm. Wells and co-authors, in their paper entitled “Allocation of R&D Equipment Expenditure Based on Organization Discipline Profiles,” offer a new approach for determining the distribution of research and development equipment funding across large organizations.
The authors compare equipment benchmarking data from the National Science Foundation (NSF) to comparable indicators from the Commonwealth Scientific and Industrial Research Organization, which is the Australian equivalent to the NSF. Dr. Dwayne Lehman, in his article “Organizational Cultural Theory and Research Administration Knowledge Management” applies cultural theory as a lens to interrogate the research administration community of practice. Lehman identifies four factors essential to promoting a learning culture in our community of practice and higher education. Liberale and Kovach offer a case study in applying Lean Six Sigma methodology to the work of an Institutional Review Board (IRB) in an effort to reduce the time of review and decision-making in their article “Reducing the Time for IRB Reviews: A Case Study.”
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