While research management is increasingly seen as a strategic force, its diverse spectrum facilitates the fuzzy positioning of the profession. Often criticisms for the profession come from the academy itself. This could originate from the nature of research, in that advanced scholars gain strategic research identities through positioning within disciplinary specificity, embedded in knowledge-based and methodological originality. This creates a disjuncture between academia and research management. Academic staff’s perception of the value of research management may be filtered through capability to speak to disciplinary expertise. Research management that renders encompassing services may well be excused for overlooking the disciplinary specificity. Yet, traction from researchers is gained through ‘speaking disciplinary languages’. Research managers, who are more often remote from these discourses, could consider bridging the disjuncture through the unifying ‘languages’ of methodologies. While this may seem to be arguing research management roles divergently, this paper posits that developing researchers, through focusing on research methodologies, is a grounded tactic for research management’s responsiveness to more disciplinary concerns, while building acceptance with researchers. The model, demonstrated in our narrative, may aggregate up to global research challenges; strengthen researcher development, and create a novel means to boost credible conversations between researchers and research managers.
|Time||11:30 - 12:45|
|Date||Wednesday 6th June, 2018|
Christina Shuttleworth - Academic Associate for the College of Accounting Sciences, University of South Africa