Seeking research funding is an essential part of academic life. Funded projects are primarily collaborative in nature through internal and external partnerships, but what role does funding play in the formulation of these partnerships? Here, by examining over 43,000 scientific projects funded over the past three decades by one of the major government research agencies in the world, we characterize how the funding landscape has changed and its impacts on the underlying collaboration networks across different scales. We observed rising inequality in the distribution of funding and that its effect was most noticeable at the institutional level-the leading universities diversified their collaborations and increasingly became the knowledge brokers in the collaboration network. Furthermore, it emerged that these leading universities formed a rich club (i.e., a cohesive core through their close ties) and this reliance among them seemed to be a determining factor for their research success, with the elites in the core overattracting resources but also rewarding in terms of both research breadth and depth. Our results reveal how collaboration networks organize in response to external driving forces, which can have major ramifications on future research strategy and government policy. , and tremendous effort has been put in place in maximizing research output, because assessment outcomes often have a direct financial impact on an institution's revenue (1). Bibliometrics are commonly used for this kind of performance evaluations (2-7), and the volume of grant income is also generally seen as a good indicator of performance. Although many studies have examined the collaboration patterns originating from publication information (8)(9)(10)(11)(12)(13)(14), little is known about the characteristics of project collaborations supported by research funding, which is undoubtedly a type of research output in its own right, but also the origin of other research outputs.The volume of funding is often subject to direct and indirect constraints arising from internal research strategies and different levels of policy set out by the funding bodies and ultimately by the national government. This manifests into different emphases on both the research area and mode of collaboration, and potentially influences the way we form a project team. We have already seen examples of adaptive changes in our collaboration practices. For instance, research in the science and engineering sector is said to be increasingly interorganizational (15). In addition, there are different theories on the factors that may affect the establishment of a collaboration and how well a research team operates (13, 16). Elite universities were recognized as catalysts for facilitating largescale multipartner research collaborations (15), and multidisciplinary collaborations were found to have higher potential to foster research outcomes (17). As a result, the setup of a project consortium for a grant application might require considerable strategic planning, because who and...