The Evolving Role of Research Management in Higher Education. Analyzing the Strategic Ad-Aptation of Research Organisations in Dynamic Environments

Since the 1980s, higher education has undergone significant transformation, characterized by global organizational reforms that reconceptualize universities as proactive entities rather than passive responders (Krücken & Meier, 2006). One notable response to these changes has been the establishment of specialized research management (RM) structures, leading to the emergence of research managers (Kerridge & Scott, 2018; Whitchurch, 2009). This presentation examines these developments and their implications for universities in Germany.

The presentation presents two perspectives on RM within higher education. First, analysis of qualitative data from surveys and interviews reveals that while RM is now well-established, there is still limited understanding of task differentiation between university and non-university research institutions. The findings suggest that RM functions as a critical interface in academia, with less separation from traditional administrative roles in universities compared to other research institutions. This positioning of RM enables it to offer new research impulses.

Second, the paper explores the sociological aspects of RM, particularly the discursive constitution and subjectification of research managers in the German research landscape (Bosančić, 2019). Discourse analysis of job advertisements and interviews identifies two main perspectives: one viewing RM as a solution to overburdened administration, and the other questioning its necessity given existing structures. This discussion highlights the ambivalence in power dynamics and recognition practices affecting the professional identity of research managers.

Combining these perspectives, the presentation argues that the evolving nature of universities as proactive entities is closely linked to the strategic development of RM. This relationship underscores the importance of understanding the roles and challenges of RM in shaping higher education’s future. The presentation concludes by questioning whether universities should be considered complete organizations or viewed through alternative perspectives (Hüther & Krücken, 2016; Musselin, 2006; Seeber et al., 2015).