After the reforms: how have public science research organisations changed?

Author: Simpson, Barbara

Source: R&D Management, Volume 34, Number 3, June 2004 , pp. 253-266(14)

Publisher: Wiley-Blackwell

Buy & download fulltext article:

OR

Price: $48.00 plus tax (Refund Policy)

Abstract:

Throughout the Western world, the provision of public good science research has undergone dramatic reforms over the past two decades. In the aftermath of these reforms, this paper asks whether the organisations engaged in science research and knowledge production have actually changed, and if so, how? Archetype analysis is used to explore the deep structures of four comparable case study organisations drawn from the New Zealand science sector. The study concludes that no new, stable organisational archetype has emerged following the reforms, but that in fact, a dynamic style of organisation that is in a state of endless transition is the most appropriate response to contemporary demands for knowledge production. The role of organisational leaders in this context is not only to make sense of the organisation's ever-changing situation, but also to translate this sense into the actions of organisational members and other stakeholders.

Document Type: Research Article

DOI: http://dx.doi.org/10.1111/j.1467-9310.2004.00337.x

Affiliations: University of Strathclyde Graduate School of Business, Glasgow, UK

Publication date: June 1, 2004

Related content

Tools

Key

Free Content
Free content
New Content
New content
Open Access Content
Open access content
Subscribed Content
Subscribed content
Free Trial Content
Free trial content

Text size:

A | A | A | A
Share this item with others: These icons link to social bookmarking sites where readers can share and discover new web pages. print icon Print this page