Although the exact origin of SARS‐CoV‐2, the etiologic agent of COVID‐19, is currently unknown, there is substantial evidence to suggest the source of transmission of the virus occurred within the Wuhan wet market. In these markets, bats and wild animals are frequently sold and stored in close contact. During several of the world's past pandemics, bats were essential to the spread of zoonotic diseases from bat to another animal or to humans directly. Live animal markets create the perfect conditions for novel viruses such as COVID‐19 to emerge. This paper suggests that to prevent future pandemics, the sale of exotic animals be banned at wet markets. It also advocates for the integration of the analysis of illicit trade with the study of zoonotic disease transmission and pandemics.

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This paper draws on findings from a study that explored the changing roles and career experience of research managers and research administrators in English universities. It explores how research support has evolved during a period when the higher education sector was responding to changing science and higher education policy. These changes have impacted on research managers and research administrators roles, altered the occupational group and moved field boundaries.The paper draws on Bourdieu's theory of social practice to understand these changes and identifies a shared space of tension, the 'shifting arena,' where the research manager field crosses into the academic field. It is suggested that an increased understanding of this space will enhance the collaborative working of all those involved in research and help maximise research activity.This paper aims to provide a deeper understanding and knowledge of research support in universities by exploring change in the academy through the experiences of research managers and research administrators (RMAs). Recent changes in science and higher education policy have had cultural and institutional consequences for research, yet the management and administration of research is an under-researched area. The general area of university management was first explored by Fielden (1975), who considered the decline of the professor and the rise of the register in the academy, and was developed by investigations into the changing university by, among others, McNay (1999), Schuller (1995 and Cuthbert (1996). The interface of academic and administrative work in academia and associated territorial issues has been shown to be problematic (Dobson

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