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University efforts to support interdisciplinary research: Leadership and unintended consequences
Citation
Pisapia, J and Townsend, AC and Razzaq, J, University efforts to support interdisciplinary research: Leadership and unintended consequences, University of Glasgow, 2013-03 (2013) [Consultants Report]
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Abstract
The aim of this working paper is to describe the nature of actions to foster interdisciplinary
research efforts at a major United Kingdom university. The focus was placed on the
structures and processes that strengthen and inhibit interdisciplinary research in universities
through the lens of leadership theory.
The study employed a descriptive mixed method case study approach to collecting and analyzing
the data used to draw its conclusions. A survey was constructed around dispositions,
processes and practices, which facilitate or impede interdisciplinary research, gathered from the
literature and initial interviews. The survey included open ended questions from which narrative
data were collected. One hundred and twenty seven academic staff responded to the survey.
The results of the survey were verified by 25 interviews with heads of colleges, heads of schools,
research coordinators, research team leaders, and team members. These interviews were supported
by document review to support the findings and draw conclusions from the study.
Leadership is important. The ability to establish direction, alignment and commitment, and
develop community is often the difference between success and failure. At the University direction
has been established, commitment is partially established, but alignment and community
development lag behind.
There seems to be a working consensus recognising the importance of interdisciplinary research
to solve the most intractable societal problems. There is less of a consensus as to whether the
approach to accomplishing this should be forced or engineered.
Good leadership and good decision making is required for interdisciplinary research to thrive.
The University has done well with most of the big structures that enrich and support interdisciplinarity,
institutes, centres and networks. Positive examples are noted in the text. However,
the prevailing position is that clusters have made management easier but has not necessarily
supported teaching and research. In this effort ‘small’ structures such as clarity of meaning,
motivation of staff, misalignment of old structures, time and workload, and loss of identify have
impeded the move to university wide interdisciplinarity.
Three recommendations are suggested to move the interdisciplinary project forward: stay clear on
focus, extend the benefits of serendipity to more people, and remember that one size does not fit all.
Item Details
Item Type: | Consultants Report |
---|---|
Research Division: | Education |
Research Group: | Other education |
Research Field: | Other education not elsewhere classified |
Objective Division: | Education and Training |
Objective Group: | Other education and training |
Objective Field: | Other education and training not elsewhere classified |
UTAS Author: | Townsend, AC (Professor Tony Townsend) |
ID Code: | 94588 |
Year Published: | 2013 |
Deposited By: | Education |
Deposited On: | 2014-09-12 |
Last Modified: | 2014-09-12 |
Downloads: | 1 View Download Statistics |
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