Simpson, B.M. (2004) After the reforms: how have public science research organizations changed? R&D Management, 34 (3). pp. 253-266. ISSN 0033-6807Full text not available in this repository. (Request a copy from the Strathclyde author)
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.
|Keywords:||organisational theory, management theory, research, Management. Industrial Management, Business, Management and Accounting(all), Business and International Management, Strategy and Management, Management of Technology and Innovation|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Strategy and Organisation|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||16 Oct 2007|
|Last modified:||29 Apr 2016 00:32|