Access the full text.
Sign up today, get DeepDyve free for 14 days.
I. Baird, H. Thomas (1985)
Toward a Contingency Model of Strategic Risk TakingAcademy of Management Review, 10
L. Ackers (2004)
Managing relationships in peripatetic careers: Scientific mobility in the european unionWomens Studies International Forum, 27
K. Chung, C. Bun (2003)
Science's Workings and Scientists' WorkAsian Journal of Social Science, 31
A. Elzinga (1997)
The New Production of Knowledge. The Dynamics of Science and Research in Contemporary SocietiesHigher Education Policy, 10
Teresa Behrens, D. Gray (2001)
Unintended consequences of cooperative research: impact of industry sponsorship on climate for academic freedom and other graduate student outcomeResearch Policy, 30
J. Ziman (2000)
Postacademic Science : Constructing Knowledge with Networks and Norms : Royal Society Medawar Lecture, 29 June 1995, 9
K. Eisenhardt, Jeffrey Martin (2000)
DYNAMIC CAPABILITIES, WHAT ARE THEY?Strategic Management Journal, 21
P. Shapira, S. Kuhlmann (2003)
Learning from Science and Technology Policy Evaluation: Experiences from the United States and Europe
Youngbae Kim, Jongseok Cha (2000)
Career Orientations of R&D Professionals in KoreaR & D Management, 30
(2000)
Emerging Issues in R&D Evaluation: The Case of University-Industry Partnership Networks
(2000)
Weingardt (2000) (eds.) Practising Interdisciplinarity
(1995)
Cultures in Collision: The Changing Face of Academic Research Cultures
(1994)
Markets in Higher Education: Australia
G. McNamara, P. Bromiley (1999)
Risk and Return in Organizational Decision MakingAcademy of Management Journal, 42
Unis buck at rising project dollars', in The Australian, Higher Education Supplement, 31 st
A. Bonnell (2001)
Why universities matter.Australian Journal of Politics and History, 47
(2003)
Evaluating the impacts of grants on women scientists' careers: the curriculum vitae as a tool for research assessment
Jing Zhang (2004)
The impact of innovation capabilities on firm performance: an empirical study on industrial firms in China's transitional economy
Sheila Slaughter, Larry Leslie (1997)
Academic Capitalism: Politics, Policies, and the Entrepreneurial University
(2002)
Measuring the Outcomes of the CRC Program: A Framework - Final Report
T. Turpin, A. Deville (1995)
Occupational roles and expectations of research scientists and research managers in scientific research institutionsR & D Management, 25
Robert. Manne (2000)
Why universities matterDissent
M. Szalavitz (2005)
Give us the drugs.New scientist, 185 2484
M. Gibbons, C. Limoges, H. Nowotny, S. Schwartzman, P. Scott, M. Trow (1994)
The New Production of Knowledge: The Dynamics of Science and Research in Contemporary Societies
R. Payne (1987)
Individual differences and performance amongst R and D personnel: Some implications for management developmentR & D Management, 17
(2000)
Survey of Scientists: report of Results, The University of North Carolina at Charlotte
J. Rogers (2001)
Software's "Functional Coding" and personnel mobility in technology transfer: linkage fields between industry and publicly funded researchInt. J. Technol. Manag., 22
P. Baggen, A. Tellings, A. Haaften (1998)
The university and the knowledge society
T. Turpin (1999)
Managing the boundaries of collaborative research: a contribution from cultural theoryInternational Journal of Technology Management, 18
G. Laudel (2003)
Studying the brain drain: Can bibliometric methods help?Scientometrics, 57
(1997)
Universities in the Global Knowledge Economy: A Triple Helix of Academic-Industry-Government Relations
(2005)
‘ Selling out : shouldn ’ t we be pleased that universities are increasingly business minded ? Far from it
(2003)
Evaluation of the Cooperative Research Centres Programme, Department of Education
T. Allen, R. Katz (1992)
Age, education and the technical ladderIEEE Transactions on Engineering Management, 39
(2004)
It’s the end of an era for CRC influence
(2004)
Innovation Agents and Innovation Tracks: The Place of Research Scientists in The Australian National System of Innovation
Barry Bozeman, Dennis Wittmer (2001)
Technical roles and success of US federal laboratory-industry partnershipsScience and Public Policy, 28
Merle Jacob, Tomas Hellström, N. Adler, F. Norrgren (2000)
From sponsorship to partnership in academy‐industry relationsR & D Management, 30
Deb Chatterji (1993)
Emerging challenges for R&D executives — an American perspectiveR & D Management, 23
B. Nooteboom (2000)
Institutions and Forms of Co-ordination in Innovation SystemsOrganization Studies, 21
J. Ziman (2005)
Prometheus Bound: Science in a Dynamic 'Steady State'
Merle Jacob, Tomas Hellström (2000)
The Future of Knowledge Production in the Academy
Merle Jacob (1997)
Life in the Triple Helix: The Contract Researcher, the University and the Knowledge SocietyScience and technology studies
H. Nowotny, P. Scott, M. Gibbons (2003)
Re-Thinking Science: Knowledge and the Public in an Age of Uncertainty
T. Walt, W. Blankley (1999)
South African Strategies for the Promotion of Research and Technology InnovationIndustry and Higher Education, 13
James Combs, D. Ketchen (1999)
Explaining interfirm cooperation and performance: toward a reconciliation of predictions from the resource-based view and organizational economicsStrategic Management Journal, 20
(2005)
Scientists , career choices and organisational change : managing human resources in cross - sector R & D organisations
J. Ziman (1996)
"Post-Academic Science": Constructing Knowledge with Networks and NormsScience and technology studies, 28
W. Heisler (1984)
Developing Managerial Skills in Engineers and ScientistsAcademy of Management Review, 9
Barry Bozeman, J. Dietz, M. Gaughan (2001)
Scientific and technical human capital: an alternative model for research evaluationInt. J. Technol. Manag., 22
ABSTRACTThe resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.
Journal of the Australian and New Zealand Academy of Management – Cambridge University Press
Published: Mar 1, 2005
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.