Journal of Research Management and Administration

Capacity Strengthening Initiatives for Research Management and Administration Professionals in LMICs: A Scoping Review

Dionysia Kordopati — 2026-06-17

What is new?	Research Management and Administration Professionals (RMAPs) in low- and middle-income countries (LMICs) are critical to research quality and equitable partnerships but face fragmented, under-resourced and poorly professionalised development pathways, with limited access to context-appropriate capacity strengthening initiatives. Despite growing recognition of their importance, there has been no prior systematic or scoping review describing which capacity strengthening programmes exist for RMAPs in LMICs, which competencies they target, how they are delivered or evaluated, or where key gaps remain. This review addresses that gap and provides the first framework-based mapping of such initiatives.
What was the approach?	A scoping review was conducted following the methodological framework “Steps for Conducting a Scoping Review” and reported in line with PRISMA‑ScR guidelines. Eligibility criteria focused on capacity strengthening interventions for RMAPs involved in research management or support in LMIC settings, including training, workshops, mentorship, workplace learning and professional frameworks. Searches of Medline, ASSIA, AMED, Business Source Ultimate, Educational Administration Abstracts, Regional Business News and Scopus (2004 onwards) were undertaken in January 2025 with an updated search in September 2025, supplemented by structured Google-based grey literature searches and purposive identification of initiatives via professional networks. Citations were screened in Rayyan using a multi reviewer process. Data were extracted using a piloted template and synthesised narratively; interventions were categorised into five capacity strengthening types and mapped against the Southern African Research and Innovation Management Association (SARIMA) Professional Competency Framework using a three-level evidence scale.
What is the academic impact?	Fifteen identified initiatives were implemented between 2011 and 2025, predominantly in sub-Saharan Africa with one in Brazil and none documented from Asia, the Pacific or the Middle East, indicating both emerging activity and substantial geographic gaps in the published and grey literature. Across these initiatives, systems level capacity strengthening was most common (11/15), followed by mentorship and peer-to-peer support (10/15), short-term training (9/15), embedded or long-term training (8/15) and professional frameworks or standards (5/15), reflecting a strong orientation towards organisational reform complemented by varied people-focused approaches. Mapping to the SARIMA Professional Competency Framework showed concentrated strengths in operational domains, particularly organisation and delivery of research management services, pre-award funding, and aspects of post-award management and data and information management, while strategic domains such as planning and policy development, researcher development, partnerships and collaboration, and research uptake and impact were inconsistently or only indirectly addressed. Only seven initiatives reported any evaluation of outcomes relevant to RMAPs, with considerable heterogeneity in methods and a predominance of short term or descriptive assessments; robust, competency-aligned evaluation of long-term individual and institutional change was rare. By consolidating this evidence, classifying intervention models and systematically mapping competency coverage and evaluation practices, the review contributes a structured overview of how research management capacity is currently conceptualised and strengthened in LMICs and highlights critical gaps in strategic competency development, professionalisation and evidence on effectiveness within Research Management and Administration studies.
What is the wider impact?	The findings underscore that strengthening research management in LMICs cannot rely solely on short-term training or isolated system reforms; institutional leaders and funders need to invest in sustained, competency-based pathways that integrate RMAP roles into human resource structures, support career progression and embed research management into organisational governance. Practitioners designing capacity strengthening initiatives should explicitly incorporate strategic and leadership competencies, alongside operational skills, to position RMAPs as strategic actors in research systems rather than purely as compliance-focused support staff. The review highlights mentorship, peer learning and communities of practice as recurrent and valued components of initiatives, suggesting that formalising and resourcing such networks through regional associations, consortia and institutional partnerships could be a scalable, context-appropriate mechanism for ongoing professional development. Addressing geographic underrepresentation and improving documentation, evaluation and sharing of RMAP capacity strengthening efforts, potentially through curated repositories of tools and training materials, would support more equitable access to high-quality resources and enable cross-regional learning among research and management practitioners.

Context-Dependent Criminalization of Acts of Research Misconduct – Bypassing the FFP Demarcation Problem with a Two-Tier Academic and Criminal-Legal Investigational Structure

Bor Luen Tang — 2026-04-30

What is new?	A prominent issue that hampers criminalization of scientific or research misconduct (RM) is the criminal demarcation problem. Criminalization is often deemed to be applicable to widely adopted core RM acts of fabrication, falsification and plagiarism (FFP). However, it has been argued that this FFP limit or demarcation might be unwieldy, being potentially either under-inclusive or overly exclusive.
What was the approach?	Here, I suggest that constructing technical boundaries for RM criminalization is neither critical nor useful. The criminal nature of an act of RM would be better defined by its intent, imposed risk, consequences, severity of harm to others, as well as whether it violates prevailing laws. Albeit small in number, perpetrators of egregious acts of RM, both within the FFP realm or otherwise, have indeed been punished by the state. Criminalizing egregious acts of RM is within the current academic and legal capacity of most research-active nations and can be facilitated by a proposed dual or two-tier academic and criminal-legal investigational structure.
What is the academic impact?	In close communication and collaboration with academia that would provide domain expertise to navigate the technical intricacies of a case of RM, the legal system can then seamlessly and effectively institute follow-up criminal prosecutions if and when appropriate. This two-tier academic and criminal-legal investigational structure would enhance investigational coverage and efficacy.
What is the wider impact?	The two-tier academic and criminal-legal investigational framework might also be applicable to other forms of misdemeanour or fraud by those within the academia.

Evolution of the U.S. Research Enterprise: Origins, Trends, and Future Directions

Quincy Quick — 2026-06-21

What is new?	This paper addresses the critical challenge of sustaining research innovation and productivity during periods of instability in federal funding by examining long-term U.S. research funding trends and behaviors. It is original in its integrated analysis of federal, industry, state, and philanthropic funding dynamics as a unified strategy for institutional resilience.
What was the approach?	The study employed a scholarly and policy literature review combined with secondary data analysis. It synthesized historical U.S. research funding trends using data from the National Center for Science and Engineering Statistics (NCSES), alongside. The analysis incorporated quantitative funding metrics and qualitative assessments across federal, industry, state, and philanthropic sectors to evaluate shifts in research investment patterns and ecosystem behavior.
What is the academic impact?	The findings demonstrate that while federal funding has historically underpinned the U.S. research enterprise, it is increasingly unstable and complemented by growing industry dominance and strategic philanthropic investment. Importantly, the study shows that research expenditures remain relatively stable despite federal budget fluctuations due to lag effects, institutional buffering, and diversified funding streams.
What is the wider impact?	This study is essential in assisting researchers and research administrators with understanding how to maintain research innovation and productivity during unstable periods of government funding by providing historic research funding trends and funding behaviors. Additionally, this review contributes to the field of Research Management and Administration by: · Providing a systems-level framework for understanding multi-sector research funding dynamics · Demonstrating the resilience mechanisms within the U.S. research ecosystem · Reframing funding diversification as a strategic necessity rather than an option · Offering evidence-based insight into how funding shifts toward applied and translational research are reshaping institutional strategies

Behavioral Misconduct Within the Research Setting Should Prompt Inquiries into Possible Research Misconduct

Bor Luen Tang — 2026-03-17

What is new?	Behavioral misconduct (BM), felonious or abusive acts within research settings, are often by definition segregated from research misconduct (RM); with the latter confined to instances of fabrication, falsification or plagiarism (FFP). Some have called for BM in research settings to be included under RM, and even papers coauthored by perpetrators of BM to be retracted. However, this notion is confounded by an apparent lack of a direct link between acts in BM with research integrity violation (i.e. the authenticity, veracity, and reproducibility of research data and publications).
What was the approach?	Here, I posit that even if BM might not be considered RM, suspicions of the latter would arise from confirmation of the former for at least two reasons.
What is the academic impact?	Firstly, BM might be linked to personality and organizational deficiencies that are also important for RM. Secondly, abusive and exploitative behaviors by people in power tend to promote RM. As such, confirmation of cases of BM in research should prompt suspicions if not preliminary inquiries into possible RM.
What is the wider impact?	BM and RM erode discipline and trust in academia. Realising that these transgressions are plausibly connected or could co-occur with or around a perpetrator of either forms of misconduct is important. Investigations could then be conducted, with sanctions delivered, in a more thorough and effective manner.

Developing guidance on assessing and managing conflicts of interest for a complex public health research consortium

Amber van den Akker — 2026-03-02

What is new?	Conflicts of interest in public health research are often addressed through disclosure alone, which is insufficient to protect research integrity. This paper reflects on the process of developing and implementing a conflict of interest policy for a complex, multi-institutional and multi-sector research consortium.
What was the approach?	The research uses a reflective case study approach, drawing on documents and reflexive notes to document the development and implementation of a COI policy in a research consortium on the commercial determinants of health.
What is the academic impact?	The paper identifies practical steps and considerations for managing conflicts of interest in complex collaborative research settings, reflecting on key questions and challenges encountered during this process. It details an empirically grounded framework for governing conflicts of interest in research and advances understanding of how such policies can be operationalised in practice.
What is the wider impact?	The paper offers actionable guidance on designing and embedding conflict of interest policies in complex collaborations, supporting more robust research governance and helping to safeguard the integrity of public health research.

Relational Infrastructure: How Research Enablers Build Cultures of Impact

Helen Elizabeth Bryant — 2026-07-20

What is new?	As financial pressures intensify and research becomes more complex and interdependent, universities are increasingly prioritising collaborative work within and beyond academia. This shift has revealed a significant gap in co-production and collaboration and a critical need for professional support in identifying stakeholders and developing and facilitating partnerships across disciplines and sectors. This paper addresses that gap by combining an evidence base grounded in academic literature with insights from practice to create a transferable framework for research-enabling staff. The framework provides the tools needed to drive the culture shift essential for universities to navigate complexity, strengthen collaboration, and remain competitive in a rapidly changing landscape.
What was the approach?	This work combines systems thinking, stakeholder theory, and qualitative, practice-based insights. The conceptual framing draws on a literature review of stakeholder theory from business and management, particularly Freeman’s foundational research, alongside Meadows’ concept of leverage points for systemic change, Wenger-Trayner & Wenger-Trayner’s systems convening as a leadership practice, Wheatley’s work on leadership in complex systems, and the UCL Co-Production Collective model for inclusive stakeholder engagement. The framing is further informed by 33 facilitated conversations conducted in summer 2024 with a diverse cross-section of the UK research ecosystem, including technicians, research managers, professional services staff, and others in research-enabling roles. These in-depth discussions explored power, leadership, recognition, and cultural dynamics in collaborative environments and illustrate emergent patterns that informed the theoretical framing and practical examples presented in this paper.
What is the academic impact?	Effective stakeholder engagement for co-production requires a systematic approach underpinned by the often-invisible infrastructure of research enablers. Achieving this frequently requires a culture shift within the institutions in which we operate. Universities therefore need to design and sustain systems that actively facilitate this culture shift. This paper gives evidence, a transferable framework, and applied examples to equip research enablers to participate fully in this structure by providing a framework and embedding co-production principles in theory and practice.
What is the wider impact?	Behind every successful collaboration is an invisible architecture: research enablers who build trust, connect systems, and create the cultural conditions for co-production. This research makes that architecture visible and actionable, driving a culture shift as institutions design and sustain the infrastructure needed to embed collaboration and co-production at scale.

Capacity-Strengthening in Research Management: A Case Study of the Advancing Research Management Training Initiative in West Africa

Eme Owoaje — 2026-06-21

What is new?	There is a growing recognition of the need to strengthen research management capacity in West African institutions, yet limited structured training programs exist to address capacity gaps in this field. This study presents original findings from a multi-country initiative aimed at filling that gap.
What was the approach?	The study employed a pre–post evaluation design using structured surveys administered to participants of three five-day intensive workshops held in Nigeria and Senegal between September and December 2024. The training focused on research support, research strategy, grant writing, budgeting, research communications, integrity, project management, contracts, intellectual property, and gender issues.
What is the academic impact?	The results revealed significant improvements in participants' self-reported knowledge and competencies across all training areas. The study contributes empirical evidence to the field of Research Management and Administration (RMA), demonstrating the effectiveness of targeted capacity-building interventions in enhancing research support functions in low-resource settings.
What is the wider impact?	The positive outcomes highlight the potential of structured, context-specific training to build a more competent research management workforce, thereby supporting stronger institutional research environments across West Africa.

INORMS 2025 AI and the Research Management Profession

Les Labuschagne — 2025-07-23

What is new?	Artificial Intelligence (AI) is rapidly transforming research management, yet research managers and administrators (RMAs) are often uncertain how to strategically and ethically adopt it. This article summarises key insights from the INORMS Congress 2025 to address this need.
What was the approach?	This opinion piece draws on case studies and sessions from INORMS 2025 to analyse institutional responses to AI integration, including training, ethics, and systems development.
What is the academic impact?	The opinion piece contributes to research management discourse by highlighting strategic and ethical approaches to AI adoption, positioning RMAs as critical change agents.
What is the wider impact?	Research institutions and RMAs will benefit from understanding how to responsibly integrate AI while fostering institutional readiness, equity, and professional sustainability.

Review of Chapter 5.19 of The Emerald Handbook of Research Management and Administration Around the World

Muhammad Sohail — 2025-07-14

This is a review of Chapter 5.19 of the Emerald Handbook, focused on Estonia, Latvia, and Lithuania.

Rethinking the Research Funding Mandate: Striking a Balance Between Addressing Societal Needs and Academic Freedom

Michael Nxumalo — 2025-10-08

What is new?	Public funding agencies are increasingly expected to balance their support between policy-driven research and fundamental science, aiming to promote societal impact without compromising academic freedom. The article advocates for the strengthening of dual support systems, such as targeted funding for applied projects alongside investigator-initiated basic research, to maintain this balance effectively. It emphasises the importance of transparent funding criteria and stakeholder engagement to ensure research aligns with societal needs while safeguarding scholarly independence.
What was the approach?	The approach used in this opinion piece is primarily analytical and argumentative, as it evaluates the roles and challenges of public funding agencies and advocates for a balanced strategy. It incorporates examples and evidence from various global and regional initiatives to support its points.
What is the academic impact?	The academic impact of this article lies in its contribution to the discourse on balancing policy-driven research with academic freedom, offering insights into how public funding agencies can foster innovation while safeguarding scholarly independence. It provides evidence-based examples from both regional and global contexts, enriching scholarly understanding of effective research funding strategies.
What is the wider impact?	The article emphasises the importance of aligning scientific research with societal needs, which can influence policymakers, funding bodies, and research institutions worldwide. Its normative arguments advocate for a nuanced approach to funding, promoting sustainable innovation and societal benefit. A more integrated and responsible research ecosystem that benefits both academia and society at large is encouraged.

Review of Section 6 of The Emerald Handbook Of Research Management And Administration Around The World: Emerging Trends And Insights In Research Management And Administration

James Casey — 2025-06-04

This is a review of Section 6 of the Emerald Handbook, the final chapter, providing review and commentary of themes within the book.

The Body of Knowledge on the Management and Administration of Scientific Research Worldwide and in Cuba: A Holistic-Configurational Approach

Iván R. Gutiérrez Rojas — 2026-04-05

What is new?	Despite its critical role in research ecosystems, Research Management and Administration (RMA) does not yet have standardised recognition and training frameworks in underdeveloped regions, such as Latin America/Cuba. This article addresses this gap by proposing a comprehensive model for systematising that profession. A Holistic-Configurational model of RMA training is presented, adapted for regions with incipient RMA systems and framed as an emerging discipline.
What was the approach?	The application of Holistic-Configurational Theory is used to define the conceptual elements of RMA and prioritise training processes, creating a scalable framework.
What is the academic impact?	The Academic Impact establishes RMA as a distinct discipline in understudied regions, advances theoretical discourse on research management, and paves the way for future empirical studies.
What is the wider impact?	While the wider impact lies in contributing to global research collaboration, improving the competitiveness of funding in under-represented regions, and supporting policy alignment for innovation ecosystems.

Responsible Research by Design: Weaving Governance and Equity into Research Practice in Response to an Evolving Research Landscape

Karey Iron — 2026-04-30

What is new?	In the current evolving research landscape, the implementation of academic research has expanded into a complex and active paradigm. Research and its output are expected not only to be robust and innovative, but also to be responsive to evolving societal norms and governance requirements. Where there is a disconnect between the expectations and the operational support provided by institutions and other research-related organizations, it is often the role of administrators in research teams to pragmatically translate, design and implement this dialogue into research practice. Referred to as Responsible Research by Design (RRbD) we propose a new framework that draws upon previously documented research governance models that aim to marry ethics, community engagement, data governance, and evolving cultural norms such as transparency, equity and fairness, while supporting research practice.
What was the approach?	Through a case study of a large, Canadian funded research program that focuses on Health Equity and Community Wellbeing (HECW) in Toronto, Canada, we describe the creation of a comprehensive research operational framework that offers unique and critical insights into building rigorous yet pragmatic processes that weave inter-relational dialogue across research operations, governance, participant privacy protections, and equity principles.
What is the academic impact?	The importance of this RRbD case study is that it: a) extends and adapts existing integrated research governance models to interdisciplinary research across the social sciences and health equity academic paradigms; b) creates a comprehensive operational structure that blends ethics, data governance, privacy, and equity, diversity, inclusion and accessibility (EDIA) research principles, imperatives and requirements for funding; c) inserts training and human resources practices into routine practice; d) provides a practical example of how an integrated operational framework can be feasibly created and implemented within a large, interdisciplinary research program.
What is the wider impact?	The RRbD framework is rooted in a set of principles – integrity, responsibility, co-creation, transparency, and capacity – that mirror the research program itself and weaves operational design across the research lifecycle. As such, the RRbD framework acts as both a conceptual and a practical guide for researchers and research administrators by integrating research, governance and administrative imperatives.

A Generalized Technology Readiness Level Scale for Measuring Technology Maturity

Malcolm Townes — 2026-01-18

What is new?	Trends in university technology transfer practices in the United States of America and proposed modifications to U.S. public policy underscore the need for validated instruments to assess the maturity of technologies. The NASA TRL scale appears to be the most widely adopted instrument for measuring technology maturity but anecdotal testimony from university technology transfer practitioners and evidence in the literature indicate that the NASA TRL scale poses challenges in its use, is likely subject to idiosyncratic variation, and has not been thoroughly validated.
What was the approach?	Content analysis was used to develop a generalized TRL (GTRL) scale to demonstrate that the NASA TRL scale can be modified and generalized in a way that increases its practicality and minimizes idiosyncratic variation both within and across contexts. A pilot study to assess its content validity, intra-rater reliability, and inter-rater reliability was performed to determine whether standard approaches for validating measurement instruments can be applied to validate the GTRL scale.
What is the academic impact?	The findings of the study suggest that the GTRL scale has promise as a potentially more useful measurement instrument for technology transfer practitioners than the traditional NASA TRL scale, demonstrate the viability of a methodology for evaluating its validity and reliability, highlight areas where the GTRL scale can be improved, and reveal potential methodological issues that researchers may encounter when conducting validity and reliability studies of the GTRL scale as well as strategies for coping with those challenges.
What is the wider impact?	The modifications and generalizations of the NASA TRL scale, as represented in the GTRL scale, have the potential to improve university technology transfer practices. With a valid and reliable measurement instrument, university technology transfer practitioners will be able to better determine how much a given technology needs to be matured and provide better guidance to university researchers. This will also enable practitioners to better allocate scarce resources.

Researcher Development in a Rapidly Changing World – A Strategic Approach for Navigating Disruption

Marianne Engelbrecht — 2025-09-18

What is new?	The rapidly evolving research landscape, driven by technological advancements, shifting institutional priorities, and increasing accountability, has disrupted traditional approaches to researcher development. Higher education institutions (HEIs) and research management administrators (RMAs) must navigate these complexities while ensuring research excellence, sustainability and global competitiveness. In this dynamic environment, RMAs and researchers have become co-creators, jointly responsible for shaping researcher development. A structured researcher development framework (RDF) is essential for systematically addressing researcher capacity challenges and aligning institutional objectives with national and global research priorities. However, existing RDFs often lack the contextual adaptability required for diverse institutional settings. This paper presents a structured roadmap for RMAs to develop a contextualised RDF that is responsive to institutional realities while maintaining global relevance.
What was the approach?	Causal layered analysis (CLA) was used to guide the phased process of developing a contextualised RDF and to explore and analyse systemic, cultural and structural challenges in researcher development. From this process, a structured roadmap or blueprint for RDF development emerged, based on five key components – the 5Cs: collaboration, co-creation, contextualisation, consultation and consensus-building. This roadmap provides RMAs with a structured approach to developing institution-specific RDFs systematically.
What is the academic impact?	The study contributes to research management and administration (RMA) by providing a replicable model for RMAs developing contextually relevant RDFs. Additionally, it highlights the role of RMAs in shaping research ecosystems and emphasises the importance of balancing global best practices with local institutional and national priorities.
What is the wider impact?	The implications of this study extend beyond a singular institutional setting. The phased model presented here offers a replicable strategy that has the potential to be adapted by RMAs in various higher education contexts, particularly in resource-constrained environments. Future research will focus on developing evaluation instruments to assess the effectiveness and impact of RDFs across diverse academic contexts.

From Fragmentation To Integration: The Evolution and Future of RMA in South Korea

Jeongseok Kim — 2025-11-19

What is new?	This paper presents the first comprehensive analysis of the evolution, challenges, and future directions of Research Management and Administration (RMA) in South Korea, a global leader in R&D investment and innovation. It offers new insights into South Korea’s transition from a fragmented RMA system to a more integrated and professionalized model.
What was the approach?	By employing a historical and policy analysis approach, this study traces the development of RMA in South Korea from the 1960s to the present. It examines key regulatory milestones and their impact on the R&D ecosystem, incorporating governmental reports and relevant policy documents to provide an understanding of the systemic challenges and opportunities in RMA.
What is the academic impact?	The findings contribute to academic literature by positioning South Korea as a case study in RMA systematization and policy integration. It fills a critical gap in the understanding of how RMA evolves in high-performing R&D ecosystems and provides a framework for analyzing similar systems in other countries.
What is the wider impact?	The findings of this study have significant implications for policymakers, analysts, and R&D stakeholders. By identifying the challenges and opportunities in South Korea’s RMA system, the paper offers actionable recommendations for aligning RMA with global best practices.

Charting The Course: Navigating the Evolving Field of Research Management and Administration Research

José Santos — 2025-04-30

As we navigate the increasingly complex landscape of global research and innovation, the role of Research Management and Administration (RMA) professionals has become more critical than ever for enabling research excellence and ensuring the effective delivery of impactful research outcomes. Thus, this role has become not just increasingly visible but also to some extent even acknowledged by leading stakeholders (e.g. policy makers such as the European Commission).

RMA professionals are the individuals and teams who, behind the scenes, enable and enhance the entire research lifecycle, from grant applications to impact realization and everything in between, including science diplomacy, science communication, and research strategy development (Agostinho et al., 2020).

It is therefore both timely and essential to reflect on the status of research on RMA (RoRMA) itself – the scientific field dedicated to understanding, analysing, and improving the practices and policies that underpin this vital profession, and figure out what this research may do for the recognition of the profession and for every single RMA professional. Do we really need RoRMA? Do we understand its added value in conducting research for the future of the profession? Are we prepared to conduct or commit to this research?

This editorial aims to provide an overview of RMA as a scientific domain, tracing its historical roots, examining current academic outlets, and exploring the dynamics of publication within this burgeoning field. Furthermore, we will delve into the dominant research topics, identify emerging trends, and, crucially, suggest avenues for future inquiry to ensure RoRMA generates knowledge that directly contributes to enhancing the effectiveness and impact of the global research enterprise and strengthens the professional practices that underpin it.

In this spirit, this editorial also serves as a call to action, encouraging researchers presenting at events such as the upcoming International Network of Research Management Societies (INORMS) congress in partnership with European Association of Research Managers and Administrators (EARMA) to consider developing their work for publication in JoRMA, thereby contributing to the growing body of rigorous RMA scholarship. We also emphasize the need for the field to embrace more rigorous and interdisciplinary research methodologies to further strengthen its impact and recognition. Finally, we invite researchers, practitioners, and policymakers to actively engage with the vibrant RoRMA initiative at EARMA to collectively advance this essential field.

Open Science and Research Data Management in Horizon Europe

Daniel Spichtinger — 2025-05-29

What is new?	Open Science is considered the “modus operandi” within the EU’s Horizon Europe research funding programme. However, researchers and institutions often struggle to navigate its legal provisions and practical requirements on open science and Research Data Management (RDM). This paper addresses this gap by providing a structured analysis of Horizon Europe’s Open Science obligations and incentives, both in the implementation of projects and in the application process.
What was the approach?	This study examines the Open Science framework within Horizon Europe by analyzing its legal mandates, proposal evaluation criteria, and practical implementation guidelines.
What is the academic impact?	The findings contribute to the field of Research Management and Administration by offerning a concise summary of the Open Science requirements in Horizon Europe.
What is the wider impact?	This paper provides actionable insights into meeting Horizon Europe’s Open Science requirements, ensuring compliance, and leveraging Open Science as a strategic advantage in funding applications.

Exploring the dynamics of collaborative research: Publication trends in the LUE IMPACT projects in France

Angeliki Monnier — 2025-03-11

What is new?	This study takes an interest in the dynamics of collaborative research as they materialize through publications conducted within the LUE IMPACT initiative at Lorraine University of Excellence, France, over the period 2016-2024.
What was the approach?	Using bibliometric data from HAL and OpenAlex databases, it studies publications in terms of co-authorship and with regard to their underlying organizational (cross-laboratory) and cognitive (cross-discipline) proximity.
What is the academic impact?	The study underscores the increasing number of multi-authored and multi-laboratory publications in the seven projects of the LUE IMPACT framework, as well as the diversity of the disciplinary fields involved. It also shows, however, that disciplinary proximity was by far the catalyst that underpinned co-publications. Narrow interdisciplinarity appeared to be the “optimal level” of disciplinary collaboration; but this equilibrium turned out to cover an underlying disequilibrium among discipline domains.
What is the wider impact?	This study offers key benefits to research management and administration by providing a data-driven understanding of collaborative research dynamics within institutional initiatives. It equips research administrators with evidence-based guidance to refine collaboration strategies, and maximize the outcomes of funded projects.

Research Project Management: Defining Roles and Responsibilities from Practice/Experience

Cláudia Barbosa — 2025-08-27

What is new?

There is a widespread lack of clarity and consensus regarding the role of Research Project Managers (RPMs) in collaborative research projects, which this paper aims to address. This is the most extensive attempt to define the role of a Research Project Manager (RPM) in collaborative research projects.

What was the approach?

The paper draws on the authors' combined experience managing collaborative research projects, synthesising insights from theoretical frameworks and practical implementations in diverse research environments.

What is the academic impact?

The paper provides a much-needed definition of the Research Project Manager's role, distinguishing it from related roles in the Research Management and Administration (RMA) field. It contributes to RMA and project management by offering a framework that clarifies the RPM's responsibilities, which have largely been underexplored in academic literature.

What is the wider impact?

For research and management practitioners, this paper highlights the critical role of RPMs in ensuring project success, from ideation to execution. It underscores the importance of well-defined project management practices in collaborative research to meet the expectations of funding agencies and ensure scientific outcomes.

Solutioning the Impacts of Climate Change: Research and Other Scholarly Activities Curated by Research Managers at Jamaica’s Leading Public University

Paul Ivey — 2025-04-24

What is new?	Research Managers at Jamaica’s leading public university have curated for the first time and presented in this paper research and other scholarly activities undertaken by their institution to mitigate the adverse impacts of climate change on Small Island Developing States (SIDS) such as Jamaica.
What was the approach?	Mining and analysis of the research database maintained by the University’s research management office and a review of relevant literature on climate change were undertaken.
What is the academic impact?	The diverse, impactful scholarly output highlights the strong commitment of the University to its mission, significantly advancing the understanding and mitigation of the adverse effects of climate change, particularly within the context of SIDS.
What is the wider impact?	This paper underscores the important role of higher education institutions on climate change and makes recommendations on how other universities can contribute to climate action. It also provides insights on the critical role of research managers in supporting impactful research, engaging in research information management, and disseminating their institution’s research. The paper ends with further initiatives the University’s research management office will be implementing concerning climate change and the enabling capacity building activities for its research managers.

Institutional Changes to Embed Citizen Science in RPOs: The Case of UniSR as an Implementer Partner of the European Project TIME4CS

Maya Fedeli — 2025-09-03

What is new?	Institutional barriers and lack of engagement in research-performing organisations (RPOs) may limit the development and impact of Citizen Science (CS) initiatives. In the present case study, we detail the transformative and multidisciplinary approach of Vita-Salute San Raffaele University (UniSR) through the European project TIME4CS, showcasing how tailored roadmaps and mutual learning with other RPOs with established support structures and expertise for CS were able to overcome these challenges.
What was the approach?	The approach involved several key steps: 1) creation of a de novo research organization area dedicated to Research Development; 2) formation of a multidisciplinary core team to implement TIME4CS activities; 3) mapping the initial and final levels of awareness of CS among UniSR researchers through surveys; 4) developing and implementing a detailed communication plan, including seminars, newsletters, articles, and a repository of CS resources; 5) involvement of UniSR students, professors, researchers but also research support officers in the initiatives; 6) establishment of a contact point for stakeholders interested in CS and in active participation in European Citizen Science Association (ECSA) groups; 7) support to the development of pilot initiatives and projects of CS.
What is the academic impact?	The academic impact includes increased awareness and engagement in CS initiatives among UniSR researchers. The actions triggered by the TIME4CS project have led to the emergence of several new CS research projects, enhancing UniSR's research excellence and contributing to its strategic goals of internationalization and competitiveness. This case study provides a model for overcoming institutional barriers in the promotion of CS and enhancing research excellence.
What is the wider impact?	The wider impact of the initiatives includes fostering a more collaborative and inclusive research environment at UniSR. By involving researchers, students, professors, research support officers, and external stakeholders, the project promoted a culture of Open Science and Responsible Research and Innovation (RRI). The activities also contribute to the broader scientific community by participating in ECSA groups and sharing resources and best practices, potentially influencing other institutions to adopt similar approaches.

Striving for academic, research and career development in a postdoctoral programme

Orla Power-Grant — 2026-07-20

What is new?	This paper explores how universities can design and implement a structured, programmatic approach to postdoctoral researcher development. While postdoctoral researchers are critical to research ecosystems, support is often fragmented and inconsistently delivered. This study presents an original evaluation of a holistic postdoctoral development programme designed to enhance research leadership, research performance, professional visibility, mentorship and career development.
What was the approach?	The initial cohort of programme participants took part in a longitudinal evaluation conducted over 18 months. Data were collected across three phases (beginning, mid-way (9 months) and at the end (18 months)) of the programme using interviews and focus groups involving postdoctoral researchers, research leaders and steering committee members. Analysis focused on three key areas: development of research leadership, enhancement of research performance, and growth in personal responsibility for career development.
What is the academic impact?	Findings demonstrate that participants developed greater confidence, leadership capacity, research autonomy, and researcher identity over time. They reported improvements in grant writing, publications, collaborations, conference participation, and career planning, supported by mentoring, structured development activities, and cross-disciplinary engagement. The study also identified challenges related to programme expectations, communication, and flexibility.
What is the wider impact?	Academically, this research contributes new evidence on the value of a structured and holistic approach to postdoctoral development. More broadly, it provides practical guidance for universities, research leaders, researcher developers, and policymakers seeking to strengthen research talent pipelines through sustainable, equitable, and impactful postdoctoral support programmes.

Examining Leadership Practices to Promote a Positive Culture of Research Integrity in Higher Education Institutions

Seán Lacey — 2025-02-26

What is new?	While Higher Education Institutions (HEIs) have, in recent years, placed greater emphasis on promoting good research practices, it is yet relatively unknown what leadership approaches are best suited to cultivating a positive culture of research integrity (RI) in HEIs. This small-scale exploratory descriptive study therefore sought to uncover initial findings from within the European context on practices research leaders found to be most effective in leading positive change in this space.
What was the approach?	The design was constructed using semi-structured interviews with five senior research leaders. Countries that were members of the European Network of Research Integrity Offices (ENRIO), with HEIs that were members of the European Association of Research Management and Administration (EARMA) were used as part of the sample selection process. With the topic being under-researched and the examination being a small-scale exploratory study, opportunistic and purposive sampling were used to recruit participants.
What is the academic impact?	The overarching leadership style found to promote a positive culture of RI in HEIs was collective, with adaptive and competent boundary spanning characteristics, along with cognisance of the need for continuous professional development. There was agreement among all participants that change in research culture is occurring, and leaders need to adapt to these changes. RI and open research were seen as integral components to promoting good research practices in HEIs.
What is the wider impact?	There are multiple facets to promoting a culture of RI in HEIs, with excellent examples in the literature on both leadership and good research practices. However there is little evidence of which leadership styles create the best conditions for driving a positive culture of RI in HEIs.

Opportunities and Constraints in Advancing Research Management: An Account of Ghanaian Tertiary Institutions

Bernard Barnie — 2025-02-06

What is new?	The objective was to assess the opportunities that abound and constraints that militate against the advancement of Research Management (RM) in policy advancement, sufficient resources and investment and highly trained Research Managers and Administrators in Ghanaian Tertiary Institutions (GTIs).
What was the approach?	A mixed methods survey with a concurrent triangular strategy method was employed. Questionnaires and interview guides were used in gathering data and a tree-stage analysis technique was used. Data were analyzed using Stata v16 into descriptive results. Ethical approval was sought from the Committee on Human Research Publication Ethics (CHPRE) of the Kwame Nkrumah University of Science and Technology, Kumasi (CHRPE/AP/453/21).
What is the academic impact?	The study showed that RM in GTIs offers opportunities to researchers and other clients through the services that research administrators and managers render. Among these services are searching funding opportunities, proposal development, interpreting the terms and conditions of grants, monitoring project budget during implementation, etc. RM is bedeviled with challenges despite efforts to navigate the RM pathway. These challenges include professional development plan, mentorship programme, technological infrastructure, and policies.
What is the wider impact?	The study established that there are RM opportunities that could be leveraged and there are factors that militate against the effective delivery of RM services in GTIs. The paper recommends a deeper appreciation and effective use of RM services, and the adoption of effective measures to address the constraints identified to maximize research output and impact in GTIs.

The Conundrum of Managing Research and Development Projects: How Can Research Managers and Administrators Leverage Industry Practices in Project Management?

José Santos — 2025-05-30

What is new?	This short essay addresses the application of industrial project management practices to the field of research management and administration. Beyond specific project management frameworks and methodologies widely spread in industry contexts, it outlines a set of core tools and techniques that can effectively inform the development of research management activities in this area.
What was the approach?	Although there is no unique blueprint for ideal research project management approaches, best practices and useful guidelines and tools can be defined to help research managers and administrators fulfil their roles. These are systematized per major project management stage, based on a review of existing literature and the author´s experience with complex research projects.
What is the academic impact?	The paper summarizes relevant knowledge spread over the specialized project management literature.
What is the wider impact?	The heterogeneity of partners, strict funder regulations, work uncertainty, and the creative nature of research and development mean that project organization and management should reflect and accommodate these specificities. The findings presented in the paper can assist research managers and administrators in formulating appropriate management strategies for research and development projects, enabling them to make better-informed decisions based on the insights provided.

Fostering Collaboration in Research Management

Matteo Giarraffa — 2025-06-26

What is new?	Ca’ Foscari University of Venice has established a Research Management Community (RMC): a structured, cross-organizational initiative launched in March 2022 to tackle fragmentation, high turnover, and process inefficiencies in research support. This model formalizes collaboration among research managers and aligns with emerging European frameworks like RM-Comp.
What was the approach?	The RMC adopts a blended and participatory approach, combining peer-to-peer collaboration, structured knowledge sharing, and continuous review of processes. It draws inspiration from international trends and EU-funded initiatives (e.g. CARDEA and RM ROADMAP), emphasizing the strategic role of research managers in academia.
What is the academic impact?	The RMC has improved the quality and consistency of research support provided to professors and researchers, enhancing internal communication, aligning workflows, and reinforcing institutional knowledge across departments and central services.
What is the wider impact?	The model offers a scalable and transferable framework for other institutions dealing with similar organizational challenges. It contributes to professionalization trends across European research management and supports the broader recognition of the research manager’s role within universities and funding ecosystems.

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.

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.

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.

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.

Thoughts on international research partnerships

Ian Carter — 2023-11-21

What is new?	This paper explores the approaches an institution might take internally to support the different types and scales of research partnerships. It identifies three levels of partnership (individual, group or topic, and institutional), and suggests the variations in support each requires.
What was the approach?	The paper is based on personal experiences and observations of practice, originally written as a briefing note for a colleague.
What is the academic impact?	While other papers consider the relationship between the partners, this paper focuses on the conditions for success within one organisation, which will ultimately have an effect on the other members of the partnership. It complements those papers that examine the inter-relationships between the partners.
What is the wider impact?	Practitioners will be able to use these reflections to understand, evaluate and if necessary evolve their own institution’s approach to research partnerships. Funders and policy makers might similarly be able to use them in setting their expectations for the partnerships they create or require.

Building a Sustainable Innovation Ecosystem in Universities for Ideation and Entrepreneurial Competence: The University of Lagos Experience

Emeka Patrick Okonji — 2023-12-13

What is new?	Universities in the global south particularly in sub-Saharan African countries have not impacted greatly on their host communities as research efforts in these universities are not linked to innovation addressing societal challenges.
What was the approach?	The University of Lagos (UNILAG), recognizing that a robust innovation ecosystem is central to building capacity in the innovation space for unleashing the creative potentials of both faculty and students beyond traditional teaching and research, activated three units to drive innovation-related activities in the university. This article presents critical discussions on the University of Lagos’s experience in driving innovation through novel institutional frameworks facilitated by the Research Management Office, the Innovation & Technology Management Office, and the Entrepreneurship & Skills Development Centre. The article also presents challenges encountered in the process and strategies employed to successfully navigate through the challenges, lessons learned, successes recorded in patents and intellectual property management, as well as future directions for greater impact.
What is the academic impact?	The paper makes recommendations for sustainability and for the implementation of efficient strategies in newly established units seeking to strategically drive innovation-related activities.
What is the wider impact?	Practical implications of the UNILAG’s experience for Research and management practitioners in developing countries are articulated.

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.

RMAs in Motion

Nick Ollivere — 2023-08-15

What is new?	More and more Research Managers and Administrators (RMAs) are moving country to pursue their career, but often find themselves unprepared for what they encounter in a new environment. This paper explores for the first time some of the issues encountered when RMAs move country, and attempts to offer some recommendations for universities, as well as professional organisations, to help them overcome any difficulties.
What was the approach?	Before and after a paper given at the European Association of Research Managers and Administrators (EARMA) 2021 conference a survey was run gathering opinions and experiences of RMAs.
What is the academic impact?	This paper presents the first insights into the issue of international mobility amongst RMAs, and opens the way for research into this issue.
What is the wider impact?	These findings will help encourage universities and member associations to help support RMAs further in their career moves. It will also help RMAs prepare further for such a move.

Is Research Management and Administration (RMA) a Profession?

Simon Kerridge — 2023-02-03

With the recent launch of a new academic journal it is timely to reflect on the content and scope of the subject that the journal will serve. JoRMA is the Journal of Research Management and Administration – but what is Research Management and Administration (RMA) and why might it deserve your attention?

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.

Challenges of the Research Management Office in Higher Edcuational Institutions (HEIS): Local and Global Perspectives

Florence Aboh — 2023-06-23

With the growing interest in managing research and sponsored programmes, HEIs are recognizing the need for research support services. For many HEIs in sub-Saharan Africa, this means up-skilling research administration and management expertise, project management proficiency, and good governance structures by setting up a research management office in these institutions to champion the cause of expanding the institutional research frontier. While subjective evidence suggests that setting up a research management office can be quite difficult, few studies have discussed the specific challenges involved.

To address this gap in the existing body of knowledge, the researchers conducted desk research to (1) understand the role of a research management office in HEIs, (2) identify the challenges of the research management office and the research manager through a purposive sampling of available data on the subject, rank these challenges according to dominance and (4) offer pragmatic recommendations that will aid the office and the manager to deliver on their mandate.

The study addresses challenges associated with the research management office in sub-Saharan Africa and offers a deeper understanding of these challenges as well as chart a course to surmount these challenges and reposition the office and managers of research to effectively and efficiently deliver on their mandate.

The paper wakes up a call for a professional framework for career and skills development among research management practitioners and by extension, the office, and its resources, infrastructure, systems, and procedures needed for effective research management support not only in HEIs in Sub-Saharan Africa but also worldwide.

Ableism and Exclusion

Jennifer Leigh — 2023-02-03

Academic institutions are abelist. This, however, does not have to be the case. How do individuals involved in research management address this culture?

In the context of the drastic changes in Higher Education since the 1990s, and an increasing emphasis on equality and inclusion, initiatives such as Athena Swan and the Race Equality Charter have led to more awareness of exclusionary practices. However, statistics on disability highlight serious issues in relation to disclosure rates for staff and staff report being stigmatised and their career choices undermined or invalidated. This can be particularly true for those who research into or around ableism.

In this environment how can research managers raise awareness and empower all academics to ask for and gain adjustments to support their work? How has the Covid-19 pandemic and the impact on higher education institutions and their finances affected this issue?

In this paper we consider some of the challenges of conducting research on ableism in academia and what it can tell us. We then discuss the changes that can be made to research management that would help address and challenge the ableist academic culture. This would be achieved through raising expectations, placing inclusivity and accessibility at the heart of research communication and encouraging, equipping and challenging the academic community to embed these practices in the dissemination of their research.

Exploring the Dimensions of Innovation Culture in the Public Higher Education Institutions: Towards Improved Organizational Performance in Research and Development

Paul Jersey Leron — 2021-12-09

This paper extends the concept of innovation culture to the academic organizations, particularly public higher education institutions (HEIs). Through a case study approach, a total of 40 individuals composed of research and development (R&D) managers and administrators, innovators, and faculty research personnel from four selected public HEIs participated in the in-depth interviews and FGDs. Institutional statements were also used as secondary data. Through synthesis of previous studies, we learned the different organizational, human, and collaborative dimensions of innovation culture, however in the context of private manufacturing organizations. Results revealed that in academic organizations like public HEIs, the aspects of innovation and the concept of innovation culture were embedded in the institutional statements as well as in the values of the participants. It was also found that innovation culture is a widely understood concept in terms of its attributes or building blocks. Through this study, we understood the importance of innovation culture in promoting performance amidst the challenges of doing R&D in public HEIs. We learned that creativity and flexibility, innovation resources, training and capacity development, and coaching and mentoring were the key elements of innovation culture that can help address the managerial and institutional challenges in doing R&D in academic organizations. Lastly, identifying and assessing the specific dimensions and elements of innovation culture in academic organizations as well as determining their impacts of innovation culture on research productivity in academic organizations were relevant research areas to explore in future studies.

Transforming Research Management and Administration to keep up with the changing research and innovation landscape

Lessing Labuschagne — 2021-04-20

With the launch of a new academic journal it is timely to reflect on the content and scope of the journal. JoRMA is the Journal of Research Management and Administration – but what is Research Management and Administration (RMA) and why might it deserve your attention?

Impact and the Research Environment

Debbie Savage — 2021-09-01

How to successfully create impact from academic research is the focus of much debate. Discussions often centres on the role of discipline, researcher skills and behaviour, or institutional systems to capture impact evidence, but little consideration is given to the relationship between research impact and the research environment.

Focussing on the Impact Case Studies submitted to Unit of Assessment 34: Art & Design: History, Practice and Theory, this research used Content and Narrative Analysis to review a sample of the most and least successful Impact submissions as ranked by Times Higher Education. The aim was to identify the characteristics of high-scoring Impact Case Studies to inform strategies for supporting the generation of research impact, but what emerged was evidence of a nuanced relationship between research environment and research impact.

For Research and Management Practitioners, these findings highlight a need to extend beyond the development of training, advice and databases and respond directly to the core purpose and ethos of research impact. This can be achieved through the cultivation of an open, flexible and dynamic research environment capable of responding to institutional and researcher needs in order to allow impact to flourish.

Who defines the impact of research?

Mark Andrew Taylor — 2021-04-20

Research funders wish to see meaningful impact of the work they fund. Methodologies have been produced over several years that help explain research impact. However, for health and related research impact, we believe we need to be more guided by the patients the research was undertaken for. We believe facilitated consultation and targeted patient reported impact measures would give research evaluators a better understanding of impact from the patient perspective.