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E-grāmata: Research Collaboration and Team Science: A State-of-the-Art Review and Agenda

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Today in most scientific and technical fields more than 90% of research studies and publications are collaborative, often resulting in high-impact research and development of commercial applications, as reflected in patents. Nowadays in many areas of science, collaboration is not a preference but, literally, a work prerequisite. The purpose of this book is to review and critique the burgeoning scholarship on research collaboration. The authors seek to identify gaps in theory and research and identify the ways in which existing research can be used to improve public policy for collaboration and to improve project-level management of collaborations using Scientific and Technical Human Capital (STHC) theory as a framework.

Broadly speaking, STHC is the sum of scientific and technical and social knowledge, skills and resources embodied in a particular individual. It is both human capital endowments, such as formal education and training and social relations and network ties that bind scientists and the users of science together. STHC includes the human capital which is the unique set of resources the individual brings to his or her own work and to collaborative efforts. Generally, human capital models have developed separately from social capital models, but in the practice of science and the career growth of scientists, the two are not easily disentangled.

Using a multi-factor model, the book explores various factors affecting collaboration outcomes, with particular attention on institutional factors such as industry-university relations and the rise of large-scale university research centers.
1 Assessing Research Collaboration Studies: A Framework for Analysis
1(12)
1.1 The Collaboration Imperative
1(1)
1.2 Research Collaboration Concepts
2(1)
1.3 Knowledge-Based and Property-Based Collaborations
3(1)
1.4 Focus and Boundaries
4(1)
1.5 Questions Guiding this Study
5(1)
1.6 Empirical Focus
5(1)
1.7 Theory Framework: Scientific and Technical Human Capital
6(1)
1.8 Collaboration and S&T Human Capital
7(1)
1.9 A "Logic Model" Approach to Organizing Relevant Literature
8(2)
1.10 Decision Rules for Selecting Articles
10(3)
2 Inputs, Resources and Research Collaboration
13(14)
2.1 Individuals and Groups: STHC as Inputs and Resources
13(8)
2.1.1 Formal Training at the Individual and Project, Organizational Levels
13(2)
2.1.2 Past Productivity
15(1)
2.1.3 Social Capital
15(2)
2.1.4 Career Status and Past Career Experiences
17(1)
2.1.5 Motivations and Related Characteristics
18(3)
2.2 Materiel as Inputs and Resources for Team Science and Research Centers
21(6)
2.2.1 Tangible Capital and Labor
21(1)
2.2.2 Prior Knowledge and Technology (Field/Industry Level)
22(1)
2.2.3 Organizational Capital
23(4)
3 Processes and Activities in Research Collaboration
27(6)
3.1 Project Level Management and Leadership
27(6)
3.1.1 Management and Leadership at the Project/Team Level
27(3)
3.1.2 Strategic Management and Leadership at the Organizational Level
30(3)
4 The Outputs, Outcomes and Impacts of Research Collaboration
33(14)
4.1 Introduction
33(1)
4.2 Outputs and Impacts for "Knowledge-Focused" Collaborations
34(2)
4.3 Outputs and Impacts for "Product-Focused" Collaborations
36(3)
4.4 Outputs and Impacts for Scientific and Technical Human Capital Impacts
39(2)
4.5 Negative Impacts of Boundary-Spanning Research Collaboration
41(6)
4.5.1 Possible Negative Effects on Teaching and Education
41(1)
4.5.2 Possible Negative Effects on Research and Research Careers
42(3)
4.5.3 Negative Impacts on Industry
45(2)
5 Effectiveness Questions and Research Recommendations
47(10)
5.1 Pondering the Effectiveness Questions
47(3)
5.1.1 Research Management Approaches
47(2)
5.1.2 Learning from Failure
49(1)
5.1.3 Intellectual Property
49(1)
5.2 Recommendations for New Research
50(7)
5.2.1 Recommendation 1: Meta-Choice
51(1)
5.2.2 Recommendation 2: Research on Institutional Failures and the "Dark Side" of Collaboration
51(1)
5.2.3 Recommendation 3: Scientific and Technical Human Capital
52(1)
5.2.4 Recommendation 4: Focus on Management of Large-Scale University-Based Research Centers
52(1)
5.2.5 Recommendation 5: Pursue Field Experiments
53(1)
5.2.6 Recommendation 6: More Impact-Focused Research; Integrated Collaborative Teams to Study Collaboration
54(3)
References 57
Barry Bozeman is Arizona Centennial Professor of Technology Policy and Public Management, Arizona State University. His research focuses on science and technology policy and its management. He is the author of several publications on these topics. Bozeman previously served as Ander Crenshaw Chair at University of Georgia and Regents Professor at Georgia Tech. He was founding director of the Maxwell Schools Center for Technology and Information Policy at Syracuse University. He is a fellow of both the American Association for the Advancement of Science and the National Academy of Public Administration.

Craig Boardman is Associate Professor in the John Glenn School of Public Affairs, The Ohio State University and Associate Director of the Battelle Center for Science & Technology Policy, Columbus, Ohio. His research focuses on science and technology policy and organizational theory. His recent work in this area includes an edited volume on the operations and performance of university-industry research centers entitled Cooperative Research Centers and Technical Innovation: Government Policies, Industry Strategies and Organizational Dynamics (Springer 2013).
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