By Holly J. Falk-Krzesinski, Elsevier
The author explores recent findings about team assembly and composition, as well as trust and communication, and offers related tools leaders can use to implement effective practices in team science.
By Byoung Yoon Kim and Sung-Mo “Steve” Kang, KAIST
For the new economy, KAIST is recharging itself to educate future entrepreneurs and to create an ecosystem for world-class technology startups. It is planning new programs for entrepreneurship education and adding the supporting infrastructure, while strengthening basic R&D activities to sustain creativity and innovation.
Considered one of the most ambitious national research assessments to date, the 2014 REF comprised more than 191,000 submissions from 56,000+ research staff representing 155 institutions across the UK. Elsevier provided a combination of products, services and customized functionality to support the REF.
By Mohd Jailani Mohd Nor, Universiti Teknikal Malaysia Melaka
Realizing that R&D excellence cannot happen in bits and pieces, the Ministry of Higher Education has launched a comprehensive initiative to create synergistic efforts in promoting R&D excellence throughout Malaysia. To secure the new incentives, all parties interested in conducting research in Malaysia, including university administrators, research offices, research groups and individual researchers, must now work together in multi-disciplinary and multi-institutional teams.
Interview with Per Eriksson, Lund University
Exemplifying adaptation and innovation, institutions like Lund University help Sweden consistently top the European Union’s Innovation Scoreboard. The university offers a comprehensive education as it establishes top research teams and a new international hub for materials science, and champions local development while seeding global companies.
By Mike Conlon, University of Florida and Kristi L. Holmes, Washington University in St. Louis
In modern science, like never before, it often takes a top-notch team to maximize the discovery process and compete effectively for essential funding opportunities. Forming a world-class team requires a rich and varied type of research discovery, one in which member scientists have both a broad and deep awareness of what is going on in their discipline. To fully understand the 21st Century landscape of science, we now need networks to better collect, observe, disseminate, and evaluate what is going on in science. One such interdisciplinary network is VIVO, which comprises more than 100 institutions representing more than 1 million scholars and support staff across more than 25 countries.
An interview with Alicia Löffler, Northwestern University
In 2010 Northwestern University decided to change the way it moves innovations to the market, instituting a more holistic approach and incorporating translational activities: discovering research with potential and moving innovations toward commercialization.
By Ram Ramaswamy, University of Hyderabad
Many academic leaders believe that the most exciting developments of any given field lie along its boundaries with other disciplines. This article describes the various multidisciplinary centers established by the University of Hyderabad after it received a grant of approximately US $6 million to focus research in Interfacial Studies. Making faculty members think more about the ways in which disciplines can mesh has encouraged UoH colleagues to venture into exciting and unexplored regions of the academic landscape.
Interview with George Baxter, University of Salford
In October 2013 Sir Andrew Witty published a report exploring how UK universities can maximize the potential of their research output and translate it into supporting economic growth. The report helped the University of Salford confirm areas of focus in research and community engagement.
Attracting talent in a global academic world: How emerging research universities can benefit from brain circulation
By Jamil Salmi, Global Tertiary Education Expert
Though academic mobility has been a defining element of higher education from its beginnings, it has now reached unprecedented levels, and is likely to continue growing as countries and tertiary education institutions compete for the most talented professionals. As the examples in this article illustrate, a notable selection of universities in emerging economies have succeeded in building their teaching and research capacity by relying extensively on their ability to lure and keep foreign academics, often through directed recruitment from their diasporas.
With Keith Micoli, New York University Langone Medical Center
The Academic Executive Brief interviews Keith Micoli, Postdoctoral Program Director at New York University Langone Medical Center and former chair of the National Postdoctoral Association. Micoli reflects on the importance of postdocs to the US research enterprise, the largely international nature of the position, and the importance of making the postdoc an attractive career option.
By Margret Wintermantel, German Academic Exchange Service (DAAD)
Internationalizing German universities, attracting highly qualified researchers and students, and increasing global competitiveness are among the German Academic Exchange Service (DAAD) most important goals. In addition, its joint programs are designed to serve all participating countries on a continual and long-term basis.
By Andrew Plume, Elsevier
The International Comparative Performance of the UK Research Base: 2011 report assessed the performance of the UK's research base. It found that UK researchers generate more articles per researcher, more citations per researcher, and more usage per article authored, and that the researchers' mobility was a key factor.
By Francesc Xavier Grau Vidal, University Rovira i Virgili
The recent large reduction in public finance in Spain is affecting all public services, including the pillars of our society: the health service, social cohesion, and education. In the case of universities, the effect is twofold. In addition to negatively influencing their role as providers of higher education, the reduction in public finance is harming our universities’ ability to generate knowledge and their power to bring about cultural, social and economic change.
By Jeremy Adelman, Princeton University
So long as faculty mobility is regarded as a begrudged necessity and not as an opportunity, we sever global research from local teaching and drive a deeper wedge between the different functions of the faculty in the 21st-century university.
China: Building an innovation talent program system and facing global competition in a knowledge economy
By Yu Wei and Zhaojun Sun, Peking University
China is experiencing a serious shortage of high-level innovation talent, which presents a challenge to current efforts to develop the knowledge economy and build an innovation-oriented country. Efforts are underway to recruit special talents from among the 200,000 Chinese citizens estimated to be working in major developed countries after completing their overseas studies.
Interview with Yuko Harayama, Council for Science and Technology Policy, Cabinet Office of Japan
In Japan, we realized we needed to take advantage of our existing universities’ knowledge-creation capacity and transform that into industry. However is there a danger in moving away from basic research? The serendipitous use of created knowledge is a key component of innovation, but the pressure from policy makers is to explain the impact up front, which cannot be done in such a scenario.
By Georgin Lau and Lei Pan, Elsevier
By mining authors’ institutional affiliation data in research publications, Elsevier’s Analytical Services developed and applied a researcher mobility model to Nigeria and China at each country's phase of research development.
Interview with Da Hsuan Feng, National Tsing Hua University
The Academic Executive Brief interviews Da Hsuan Feng about the formation of the University System of Taiwan. People in Taiwan realized that merging the four universities would be virtually impossible because of the extremely competitive climate within Taiwanese higher education. Instead, another model was proposed to achieve some sort of commonality for competing not only nationally, but globally.
By Joshua Rosenbloom, National Science Foundation
Measuring the economic benefits of investments in R&D requires tracing a complex web of influences over periods of several decades. A community of practice centered on key issues in science and innovation policy has emerged in support of drivers to place policy decisions on a sound scientific basis. Only through a sustained and systematic study of this subject will we improve our understanding of the key issues that motivated the call for a Science of Science Policy.
By Jiecai Han and Xiaohong Wang, Harbin Institute of Technology
To survive the fierce competition for scholars in China, HIT decided to bring talented researchers from abroad to HIT for initiation and fusion of disciplines, and to cultivate talented researchers by having them spend time abroad to open their academic field of view and to go further with their careers.
By Brad Fenwick, University of Tennessee, Knoxville
In the winner-take-all system, everyone pays to compete but only one person walks away with the prize. In the competition for grants and contracts, the investment in infrastructure is enormous if you want to remain competitive. As the cost of winning goes up, the resources become scarcer, the prizes become more precious, and the bidding rises. It is increasingly clear that the focus must be on the development of systems that enhance institutional productivity and effectiveness.
By John T. Green, Fellow of Queens’ College, University of Cambridge
John Green's interest in research metrics grew in concert with the UK’s downturn in higher education funding, when it became increasingly apparent that the academic research enterprise required the application of business principles in order to survive and thrive. He later became involved in developing Snowball Metrics, an agreed set of robust and consistent definitions for tried-and tested metrics across the entire spectrum of research activities.
By Michiharu Nakamura, Japan Science and Technology Agency
Over its history, the Japan Science and Technology Agency has nurtured its own distinct competencies, alongside a robust network of universities and private enterprises. By analyzing the S&T landscape around the world, JST can make proposals throughout Japan on high-impact research areas and subjects that should be addressed.
By Chris Llewellyn Smith, University of Oxford
The global scientific landscape has changed dramatically in the last two decades. Since the beginning of the century, global spending on research and development has nearly doubled, and the number of scientific publications has grown by almost a third. This article, based on the Royal Society's "Knowledge, networks and nations: Global scientific collaboration in the 21st century," describes changes in the global scientific scene and analyses their implications.