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

    Research output: Contribution to journalArticle

    10 Citations (Scopus)

    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.
    LanguageEnglish
    Pages253-266
    Number of pages13
    JournalR&D Management
    Volume34
    Issue number3
    DOIs
    Publication statusPublished - 2004

    Fingerprint

    Research organization
    Archetypes
    Knowledge production
    Organization studies
    Stakeholders
    New Zealand

    Keywords

    • organisational theory
    • management theory
    • research

    Cite this

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    After the reforms: how have public science research organizations changed? / Simpson, B.M.

    In: R&D Management, Vol. 34, No. 3, 2004, p. 253-266.

    Research output: Contribution to journalArticle

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