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Enhancing research collaborations: Three key management challenges

  • Bammer, Gabriele
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    This conceptual paper explores three areas of research collaboration: (a) effectively harnessing differences, (b) setting defensible boundaries and (c) gaining legitimate authorization. The focus is on their potential lessons for individuals leading and managing research collaborations, evaluation of research partnerships and areas for further investigation. Examples from three partnerships - building the atomic bomb, the Human Genome Project and the World Commission on Dams - are used to highlight key elements of the ideas presented. The paper provides a framework for systematically thinking about integration of different perspectives and other elements essential to any particular collaboration. It also sketches out ideas for (1) managing differences which may destroy partnerships, (2) deciding what the collaboration should encompass, (3) understanding and accommodating forces which may distort what the collaboration is able to achieve, and (4) enlisting necessary supporters while preserving research independence.

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    File URL: http://www.sciencedirect.com/science/article/B6V77-4SCTMVP-2/1/fa5cf10ef6ddf6f048df86355c9cfd82
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    Article provided by Elsevier in its journal Research Policy.

    Volume (Year): 37 (2008)
    Issue (Month): 5 (June)
    Pages: 875-887

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    Handle: RePEc:eee:respol:v:37:y:2008:i:5:p:875-887
    Contact details of provider: Web page: http://www.elsevier.com/locate/respol

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    1. Wagner, Caroline S. & Leydesdorff, Loet, 2005. "Network structure, self-organization, and the growth of international collaboration in science," Research Policy, Elsevier, vol. 34(10), pages 1608-1618, December.
    2. Rigby, J. & Edler, J., 2005. "Peering inside research networks: Some observations on the effect of the intensity of collaboration on the variability of research quality," Research Policy, Elsevier, vol. 34(6), pages 784-794, August.
    3. Corley, Elizabeth A. & Boardman, P. Craig & Bozeman, Barry, 2006. "Design and the management of multi-institutional research collaborations: Theoretical implications from two case studies," Research Policy, Elsevier, vol. 35(7), pages 975-993, September.
    4. Landry, Rejean & Amara, Nabil, 1998. "The impact of transaction costs on the institutional structuration of collaborative academic research," Research Policy, Elsevier, vol. 27(9), pages 901-913, December.
    5. Chompalov, Ivan & Genuth, Joel & Shrum, Wesley, 2002. "The organization of scientific collaborations," Research Policy, Elsevier, vol. 31(5), pages 749-767, July.
    6. Hackett, Edward J. & Conz, David & Parker, John & Bashford, Jonathon & DeLay, Susan, 2004. "Tokamaks and turbulence: research ensembles, policy and technoscientific work," Research Policy, Elsevier, vol. 33(5), pages 747-767, July.
    7. Porac, Joseph F. & Wade, James B. & Fischer, Harald M. & Brown, Joyce & Kanfer, Alaina & Bowker, Geoffrey, 2004. "Human capital heterogeneity, collaborative relationships, and publication patterns in a multidisciplinary scientific alliance: a comparative case study of two scientific teams," Research Policy, Elsevier, vol. 33(4), pages 661-678, May.
    8. Rossini, Frederick A. & Porter, Alan L., 1979. "Frameworks for integrating interdisciplinary research," Research Policy, Elsevier, vol. 8(1), pages 70-79, January.
    9. Melin, Goran, 2000. "Pragmatism and self-organization: Research collaboration on the individual level," Research Policy, Elsevier, vol. 29(1), pages 31-40, January.
    10. Katz, J. Sylvan & Martin, Ben R., 1997. "What is research collaboration?," Research Policy, Elsevier, vol. 26(1), pages 1-18, March.
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