The interface of science: the case for a broader definition of research management

Abstract

This paper results from ongoing reflection within the practitioners group Plataforma de Interface à Ciência (Platform of Professionals at the Interface of Science), an informal nationwide network in Portugal that brings together professionals involved in a large scope of activities related to research management, knowledge transfer and science communication. Due to the wide scope of functions and profiles of these professionals, they are not publicly nor institutionally recognised as part of the same professional group, which raises barriers for their recognition as relevant players in the research & innovation ecosystem and full achievement of their potential. We take stock of the several definitions of their roles found in the literature and conclude on the need for an inclusive approach to consider these roles as a profession. We propose the designation of Professionals at the Interface of Science (PIoS) to name this wide group of professionals that sits at the interface at all scientific disciplines.

Untitled

“…The identities of research managers, as of other workers, can be chosen by a person for themselves or ascribed to them by others (Brown, 2015;Collinson, 2007). Research managers negotiate their identity vis-à-vis academic staff and other professional staff in their institution (Agostinho et al, 2020;Berman & Pitman, 2010;Collinson, 2007;Shelley, 2010). Two key factors emerge from recent literature about the identities of research managers:…”

“…2. Research managers serve the institution, with the result that their contribution to researchers' success is unacknowledged (Acker et al, 2019;Agostinho et al, 2020;Collinson, 2007;Derrick & Nickson, 2014;Shelley, 2010). Our Directorate's work benefits the research reputation, academic rigour and financial position of Otago Polytechnic, which then indirectly benefits the researchers themselves.…”

Extending the professional toolkit: A case study of work-based learning in research management

“…Research management is an emerging professional field which has undergone considerable change in recent decades. As a result, there is no agreed set of responsibilities for the role, no agreement even on whether it is a profession yet, and no consistent nomenclature internationally (Acker et al, 2019;Agostinho et al, 2020;Bayley et al, 2018;Berman & Pitman, 2010;Collinson, 2007;Derrick & Nickson, 2014;Shelley, 2010). Despite this state of affairs, research managers can and do form their own professional identities (Acker et al, 2019;Collinson, 2007;Shelley, 2010); indeed the state of flux arguably gives them greater opportunities to develop and influence their professional identities (Acker et al, 2019).…”

“…The identities of research managers, as of other workers, can be chosen by a person for themselves or ascribed to them by others (Brown, 2015;Collinson, 2007). Research managers negotiate their identity vis-à-vis academic staff and other professional staff in their institution (Agostinho et al, 2020;Berman & Pitman, 2010;Collinson, 2007;Shelley, 2010). Two key factors emerge from recent literature about the identities of research managers: 2.…”

“…Two key factors emerge from recent literature about the identities of research managers: 2. Research managers serve the institution, with the result that their contribution to researchers' success is unacknowledged (Acker et al, 2019;Agostinho et al, 2020;Collinson, 2007;Derrick & Nickson, 2014;Shelley, 2010). Our Directorate's work benefits the research reputation, academic rigour and financial position of Otago Polytechnic, which then indirectly benefits the researchers themselves.…”