TY - JOUR
T1 - Design and the management of multi-institutional research collaborations
T2 - Theoretical implications from two case studies
AU - Corley, Elizabeth
AU - Boardman, P. Craig
AU - Bozeman, Barry
N1 - Funding Information:
In the U.S. in the 1980s, a series of technology transfer policies (Bayh–Dole Act, Stevenson–Wydler Act, and Cooperative Research Act) increased R&D interaction among researchers throughout universities, federal laboratories, and other research organizations. In particular, technology programs such as the Advanced Technology Program (ATP) require inter-institutional collaboration for funding and research. Further, some National Science Foundation programs (Engineering Research Centers, Science and Technology Centers, Nanoscience and Technology Centers, Industry/University Cooperative Research Centers) require inter-institutional collaboration.
Funding Information:
The authors would like to thank the Canada Council of Science and Technology Agencies and the National Institute of Health/NICHD for providing support for the research reported here. The authors are grateful for the contributions of Jan Youtie, Eric Sundquist and Jason Epstein for their work on the original case studies upon which this analysis is in part based.
PY - 2006/9
Y1 - 2006/9
N2 - Over the past three decades, U.S. science and technology funding agencies have increasingly supported large-scale, centralized, block grant-based research projects that often span multiple disciplines and institutions. This trend has developed at such a rate that research focused on understanding the management of these new collaborative models has largely not kept pace. We use two case studies of large-scale, multi-disciplinary collaborations to develop an institutional framework that illuminates the relationships among (a) the epistemic norms of the disciplines represented in the collaboration, (b) the organizational structure of these collaborations, and (c) the inter-institutional collaboration success. The results of our case study analysis demonstrate that large-scale, multi-discipline, inter-institutional collaborations need a relatively high level of development in either (1) the epistemic development of the disciplines involved in the collaboration or (2) the organizational structure of the collaboration. We argue that the domain (i.e. epistemic or organizational) that provides the highest level of institutionalization is the one that organizes the "rules" of the collaboration.
AB - Over the past three decades, U.S. science and technology funding agencies have increasingly supported large-scale, centralized, block grant-based research projects that often span multiple disciplines and institutions. This trend has developed at such a rate that research focused on understanding the management of these new collaborative models has largely not kept pace. We use two case studies of large-scale, multi-disciplinary collaborations to develop an institutional framework that illuminates the relationships among (a) the epistemic norms of the disciplines represented in the collaboration, (b) the organizational structure of these collaborations, and (c) the inter-institutional collaboration success. The results of our case study analysis demonstrate that large-scale, multi-discipline, inter-institutional collaborations need a relatively high level of development in either (1) the epistemic development of the disciplines involved in the collaboration or (2) the organizational structure of the collaboration. We argue that the domain (i.e. epistemic or organizational) that provides the highest level of institutionalization is the one that organizes the "rules" of the collaboration.
KW - Epistemic norms
KW - Inter-institutional collaboration
KW - Interdisciplinary science collaboration
KW - Organizational structure
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U2 - 10.1016/j.respol.2006.05.003
DO - 10.1016/j.respol.2006.05.003
M3 - Article
AN - SCOPUS:33747210408
SN - 0048-7333
VL - 35
SP - 975
EP - 993
JO - Research Policy
JF - Research Policy
IS - 7
ER -