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

Simpson, B.M. (2004) After the reforms: how have public science research organizations changed? R&D Management, 34 (3). pp. 253-266. ISSN 0033-6807

Full text not available in this repository.Request a copy from the Strathclyde author

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.

Creators(s): Simpson, B.M. ORCID logoORCID: https://orcid.org/0000-0001-7771-0092;
Item type:Article
ID code:4310
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:01 Jan 2021 08:28
URI:https://strathprints.strath.ac.uk/id/eprint/4310
Export data:
CORE (COnnecting REpositories)