Search results

Historically, academia, typically universities have had two major groups of professionals. One is those who are responsible for teaching and research, including university professors, associate professors, researchers, research assistants, etc. The other is the administrative staff who are responsible for administrative tasks. Both groups have existed since the inception of a university.

As societal expectations of universities have evolved, so has the need for professionals with advanced skills, who are often referred to as Research Managers and Administrators (RMAs) or University Research Administrators (URAs). In Japan, the profession is called URA because it was modelled after the American system in the beginning of its formation. In India, on the other hand, it is often referred to as RMA because of its reference to the United Kingdom. In this chapter, we will use the term RMA as a consistent term. In Asia, the trend of increasing need for this profession has been increasing over the past decade, starting around the 2010s.

This section provides an overview of the history and background that resulted in the current situation surrounding RMAs, as well as a future prospect in the six Asian countries featured in this book: China, India, Japan, Malaysia, Singapore, and Vietnam.

The year 2020 is an epochal moment for governance and public administration. The outbreak of the COVID-19 pandemic has upset social and economic life, including the delivery of public services, and eroded domestic and international politics. It comes in an era of uncertainty resulting from the end of the New Public Management boom and a looming breakdown of the contemporary US-defined international order. Against such a sea change, we can hardly take business as usual. Change breeds indeterminacy but also induces reimagining. Any renewal and renaissance of public management has to address the ‘what’ and ‘how’ questions of governance in a low-trust and high-risk society. Both the capacity and legitimacy of the state need to be re-empowered, but no longer through the market. The dual failure of democratic politics and bureaucratic excellence in many countries has rendered the Wilsonian politics-administration dichotomy redundant. Amid the rise of East Asia, there are growing contentions over the conceptualization of meritocracy as alternative systems of governance and public service models seem to be delivering effective rivals. Governance performance may not be predetermined by regime types within a poly-polar world. We need to search for new reconnections, new leadership, a new basis for trust and consensus, and a new public service bargain to avoid getting bogged down in old wine in re-labelled bottle, or another singular universalist paradigm.

In the following, the region of Southeast Asia will be introduced by offering an overview of the recent developments regarding demographic transition, socioeconomic change, social inequality and the diversification of migration patterns. We will sketch out, how young people fare in the face of these conditions, especially with regard to their own or their families' mobilities. Finally, the four contributions of this section, each reflecting a specific context of Southeast Asia's transnational societies and the related intergenerational dynamics, will be introduced.