Voicing the tensions of implementing research strategies: Implications for organizational leaders
| aut.relation.endpage | 80 | |
| aut.relation.issue | 2 | |
| aut.relation.startpage | 75 | |
| aut.relation.volume | 27 | |
| aut.researcher | Billot, Jennifer Margaret | |
| dc.contributor.author | Billot, J | |
| dc.contributor.author | Codling, A | |
| dc.date.accessioned | 2013-11-21T02:26:54Z | |
| dc.date.accessioned | 2013-11-21T02:27:18Z | |
| dc.date.available | 2013-11-21T02:26:54Z | |
| dc.date.available | 2013-11-21T02:27:18Z | |
| dc.date.copyright | 2013 | |
| dc.date.issued | 2013 | |
| dc.description.abstract | When higher education institutions seek to align their research goals with nationally driven imperatives, various members of the institutional community need to work in concert to achieve them. The identification of effective strategies and the development of a contextually appropriate research culture are fundamental elements to progressing institutional objectives and achieving planned performance outcomes. Because all parties frequently have differing motivations, there are obvious challenges for organizational leadership. This article examines some of the issues facing academic leaders in the changing research environment within New Zealand and links them to a research study of efforts made in two differing tertiary institutions to enhance research productivity. Data indicate that there is great complexity in integrating organizational purpose with academic staff aspirations and endeavours. Of necessity, strategy and initiatives need to be situated contextually and leadership becomes a crucial mechanism for dovetailing the institutional agenda with individual enterprise. | |
| dc.identifier.citation | Management in Education, vol.27(2), pp.75 - 80 | |
| dc.identifier.doi | 10.1177/0892020613476729 | |
| dc.identifier.issn | 0892-0206 | |
| dc.identifier.issn | 1741-9883 | |
| dc.identifier.uri | https://hdl.handle.net/10292/5934 | |
| dc.publisher | Sage | |
| dc.relation.replaces | http://hdl.handle.net/10292/5933 | |
| dc.relation.replaces | 10292/5933 | |
| dc.rights | Authors retain the right to place his/her pre-publication version of the work on a personal website or institutional repository. This article may not exactly replicate the final version published. It is not the copy of record. The final, definitive version of this paper has been published by SAGE Publications Ltd. All rights reserved. © 2013. (Please see Citation and Publisher’s Version). | |
| dc.rights.accessrights | OpenAccess | |
| dc.subject | Higher education research | |
| dc.subject | Research culture | |
| dc.subject | Research leadership | |
| dc.title | Voicing the tensions of implementing research strategies: Implications for organizational leaders | |
| dc.type | Journal Article | |
| pubs.elements-id | 142285 | |
| pubs.organisational-data | /AUT | |
| pubs.organisational-data | /AUT/PVC - Research | |
| pubs.organisational-data | /AUT/Vice Chancellor's Group |