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A framework for structuring interdisciplinary research management

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  • König, Bettina
  • Diehl, Katharina
  • Tscherning, Karen
  • Helming, Katharina

Abstract

With project-based research becoming a major form of research organisation, coordination and management has become an important task in interdisciplinary research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in interdisciplinary research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on interdisciplinary research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science–policy interface) remains a major challenge. In any case, a “re-invention of the wheel” process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary interdisciplinary research programmes.

Suggested Citation

  • König, Bettina & Diehl, Katharina & Tscherning, Karen & Helming, Katharina, 2013. "A framework for structuring interdisciplinary research management," Research Policy, Elsevier, vol. 42(1), pages 261-272.
    • Handle: RePEc:eee:respol:v:42:y:2013:i:1:p:261-272
    DOI: 10.1016/j.respol.2012.05.006
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    1. David J. Pannell, 2008. "Public Benefits, Private Benefits, and Policy Mechanism Choice for Land-Use Change for Environmental Benefits," Land Economics, University of Wisconsin Press, vol. 84(2), pages 225-240.
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    17. F. Graef & K. D. Mutabazi & S. Sieber & F. Asch & B. Makoko & M. Bonatti & M. Brüntrup & C. Gornott & L. Herrmann & R. Herrmann & L. Kaburire & F. C. Kahimba & A. Kimaro & A. Kuntosch & H. J. König & , 2019. "Multi-Disciplinary North-South Collaboration in Participatory Action Research on Food Value Chains: a German-Tanzanian Case Study on Perceptions, Experiences and Challenges," Systemic Practice and Action Research, Springer, vol. 32(4), pages 359-378, August.
    18. Dotti, Nicola Francesco & Walczyk, Julia, 2022. "What is the societal impact of university research? A policy-oriented review to map approaches, identify monitoring methods and success factors," Evaluation and Program Planning, Elsevier, vol. 95(C).
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    21. Gabriela Fernandes & David O’Sullivan, 2023. "Project management practices in major university-industry R&D collaboration programs – a case study," The Journal of Technology Transfer, Springer, vol. 48(1), pages 361-391, February.
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