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Scientist vs. manager - The performance paradox of research managers. A longitudinal case study of European research projects

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Scientist vs. manager - The performance paradox of research managers. A longitudinal case study of European research projects

Authors: Linda Cathrine Hald, Asbjørn Rolstadås,

Presented in the 11th IRNOP conference 2013, Oslo, Norway.

Abstract:

Research projects play an increasingly important role for the innovation process at national and global level. Collaborative research provides opportunities for enterprises and technology providers to collaborate with leading scientists and contributes to knowledge-based innovation and innovation in industry and society. Project management in distributed collaborative research
requires dynamic capabilities and structures beyond those involved in managing collocated projects. Starting up European research projects is a process that is far from trivial. Political battles must be settled, both national and international. In many cases, collaborative research projects are initiated by a university partner, sometimes in co-operation with an industrial partner, who together may seek to identify another partners to fund and participate in the project. When you include different cultures in that scenario, the challenge in getting everybody to work towards a common goal puts a lot of responsibilities on the project manager.