Archetypes of governance for science and technology labs |
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Authors: | Laurent Mirabeau Jeff Kinder Sebastien Malherbe |
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Institution: | 1. Telfer School of Management, University of Ottawa, 55 Laurier Avenue West, Ottawa, ON, Canada K1N 6N5mirabeau@telfer.uottawa.ca;3. Office of the Chief Scientist, Natural Resources Canada, 580 Booth Street, Ottawa, ON, Canada K1A 0E4;4. Strategic Science-Technology Branch, Natural Resources Canada, 580 Booth Street, Ottawa, ON, Canada K1A 0E4 |
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Abstract: | While policy-makers understand the vast benefits of publicly funded and not-for-profit research, governance practitioners have the difficult task of defining processes that can best foster high performance for science and technology (S&T) labs not primarily driven by profits. This qualitative study develops a new taxonomy based on two dimensions, the nature of the funding relationship between the parent organisation and the S&T lab and the degree of interdependence between the lab's research units. We discuss the dynamics uncovered for each of the four archetypes with illustrative cases and argue that high-performance governance of S&T labs requires an internal coherence linking the processes of planning, funding and performance evaluation. |
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Keywords: | governance public funded research strategic planning archetypes |
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