Journal of Research Management and Administration

Research impact training and development support for doctoral students

Reetika Suri-Ogilvie — 2024-02-13

This research-in-progress case study in one UK university setting looks at how supportive PhD supervisors are of impact work, what motivates PhD students to access impact support and whether there are barriers to PhD students from carrying out impact plans and what those barriers are.

A mixed-method approach was used to collect quantitative data on student participation in impact training and qualitative data on their thoughts on impact work, supervisory support and motivators and barriers for doing impact work.

Clinical science students found it easier to understand the direct impacts of their work compared to life science students. Over time, students developed a better understanding of the potential impacts of their work. The majority of students discussed their impact with their supervisors but did not discuss time, budget or monitoring plans for impact activities. The majority of students talked about a lack of supervisor support for impact work and a need for better supervisor training. Students identified motivators and barriers for doing impact work.

The study suggests that there is a gap in training and support for doctoral students to develop the societal impact of their research. Impact work helps students to develop skills and experience valued by employers. However, PhD students may not receive impact training as part of their degrees. Supervisors may be unsupportive of PhD students doing impact work because it may distract from core research activities. Based on the study findings, the author has made recommendations for addressing this gap.

Policy Making in a Research Organization

Farida Lada — 2024-05-24

What is new?	This paper provides research administrators and others with a guide to the stages of the policy lifecycle, to enable them to effectively participate in policy making at their respective institution.
What was the approach?	The paper emphasizes the common scenario where administrators, irrespective of prior policy-making experience, find themselves engaged in policy development due to their operational roles. It highlights the challenges they face and the need for training in policy development, analysis, and implementation, thus providing research administrators with a comprehensive guide to navigating the stages of the policy lifecycle.
What is the academic impact?	The academic impact lies in filling a knowledge gap for research administrators, offering them insights into the intricacies of policy development within research organizations. By addressing the challenges and providing a structured approach to policy lifecycle stages, the paper contributes to enhancing the professional capabilities of research administrators. The emphasis is on alignment with institutional mission, stakeholder analysis, and best practices, and adds academic value by fostering a broader understanding of policy making in the research administration field.
What is the wider impact?	The wider impact of the paper extends to the improvement of policy-making practices within research organizations globally. By equipping research administrators with the necessary knowledge and tools, the paper aims to enhance the overall effectiveness of policy implementation. This has broader implications for organizational efficiency, stakeholder collaboration, and the successful alignment of policies with institutional goals. The emphasis on ongoing communication and a cultural shift towards best practices contributes to a positive and lasting impact on the broader research administration community.

Research Administration: A Historical Retrospective of NCURA Diversity, Equity and Inclusion Focused on Gender in Leadership

Saiqa Anne Qureshi — 2024-09-11

What is new?	This study is a reflective comparison of the data of membership and leadership across industries, with a qualitative retrospective and a discussion of diversity, equity, and inclusion within NCURA, the National Council of University Research Administrators, as that organization had a far higher percentage of female leadership over time.
What was the approach?	The paper focuses on data comparing the NCURA organization with other organizations over time in terms of female leadership, and considers the causes of why that difference exists.
What is the academic impact?	The National Council of University Research Administrators (NCURA) has been at the forefront of female leadership, with both the number and percentage of elected female leaders far outpacing comparable measures in other professions, since the 1970’s. What drove this consistent strength, what allowed female leaders to be elected, and what innovation in practice areas in research administration, drove improved diversity, equity, and inclusion inside the profession?
What is the wider impact?	In addition to female leadership within the organization, NCURA membership today is almost 81% female (as identified from NCURA membership profile data). Could this data point be the sole contributing factor for the massive increase in female leaders within NCURA? This study will consider female leadership both in the organization and the elected officers, specifically the presidency.

Research Management as a Sustainable Career Path: Perspectives of Practising Professionals from Around the World

Madhuri Dutta — 2024-12-19

What is new?	Research management/adminstration is not recognized as a profession in many countries. In spite of this, many research managers and administrators (RMAs) choose this career and are willing to stay in it for a long term. This paper uses global survey data to highlight factors that RMAs use to make these long-term decisions.
What was the approach?	Three global surveys (Research Administrators As A Profession, RAAAP) were analysed for the question – Why have you stayed in the profession? Data for responses to various choices within this primary question such as if they enjoyed this career, if they liked spending time with researchers and academics, if it was due to job security or good salary and whether it was the work itself, were analysed. Additionally, a few India-based RMAs were interviewed regarding their perspectives of this career through a qualitative research approach.
What is the academic impact?	Findings from this paper will help research policy makers establish a professional path for this workforce at a national level. Additionally, institutional leaders can formulate ways to retain and strengthen this workforce in their research organizations.
What is the wider impact?	The survey results provide motivation and encouragement to new RMAs and may help those deciding to take research management/administration as a career.

The National Research and Innovation System in the United Kingdom: A Brief History

Ian Carter — 2024-03-09

What is new?	This paper provides a walk through key elements and decisions in recent UK research and innovation policy, up to September 2023.
What was the approach?	The paper uses the relevant policy documents of the period, and draws on the author’s lived experience.
What is the academic impact?	The paper provides a context for other studies of Research Management and Administration, enabling other researchers to connect to relevant parts of policy development.
What is the wider impact?	The paper provides research management practitioners with the context in which policies are developed, and the interconnections that will influence future policies. It is a form of practitioner’s literature survey, albeit not comprehensive.

Navigating the Evolving Landscape of Researcher Capacity Development

Les Labuschagne — 2024-07-19

In the ever-evolving realm of research management and administration (RMA), the imperative for nurturing researcher capacity has never been more pronounced (Aithal & Aithal, 2023). As the expectations placed upon researchers continue to grow, the need to strike a delicate balance between research productivity and impact becomes increasingly paramount (Alade et al., 2024). As the research landscape undergoes rapid transformation propelled by technological advancements and shifting societal priorities, opportunities abound for RMAs to play a pivotal role in shaping the future of inquiry and innovation.

This editorial explores three key factors reshaping the research landscape and their implications for researcher capacity development. We also explore vital opportunities emerging from the intersection of the 4^th Industrial Revolution, eResearch/Metaverse, and the Sustainable Development Goals (SDGs), presenting avenues for enhancing the support provided by RMAs to researchers. As RMA as a discipline evolves and matures, the need to stay relevant and demonstrate value becomes increasingly critical.