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In this chapter, the authors outline some of the history of the role of diversity in research and research management, how this has changed and the consequences it has for a workable definition of diversity. We describe the benefits and challenges when working with diversity as research managers and administrators (RMAs) in international research producing organisations (RPOs). The challenges differ in different parts of the world which brings new complexities to navigate. It is shown how the agendas of internationalisation and diversity do not always work well together due to cultural and political perspectives in areas including race, age, gender identity, sexual orientation and other characteristics. The authors suggest how ‘Cultural Intelligence’ (CI) can be used as a frame for RMAs working with diversity and internationalisation both in a pre- and post-award phase and outline some specific steps and initiatives RMAs can take to create equitable and inclusive research and research environments based on their practical experience in the sector.

This chapter deals with the perception of (sensed) discrimination and the coping strategies of Russian-speaking female scholars in Germany and applies an intersectional approach between culture, migration, gender and social background. Based on telephone interviews, the study aims to contribute to the discussion on discrimination in research environments and individuals’ professional integration by exploring narratives of migration and work in 13 women who migrated from the former Soviet Union (FSU) to Germany from 1990s to 2010s. Based on the findings, the author derives implications for policy and practice, such as a recommendation to implement introductory conversations with newcomers to reduce culture clash in competitive work contexts.

The concept of circular economy (CE) has been receiving a lot of attention over the past years from academics, practitioners and policymakers. This is particularly the case for small- and medium-sized enterprises (SMEs) who find in CE a way to overcome their resource scarcity. However, little is known about how embracing the CE perspective can contribute to meet the sustainable development goals (SDGs). The present chapter aims at answering this question. Through a single case study, we explore the drivers, managerial practices and collaborations implemented by SMEs to generate economic, social and environmental values.

Purpose – This paper is intended to test for the model of commodities export performance (EP) in Aceh Province, Indonesia.

Design/Methodology/Approach – This research will focus on approach model of firms competency variable, customer relation, foreign environmental factor, and moderating variable of export competitive strategy which aims to improve firm performance in the export context.

Findings – The research framework models will give a new perspective to export activities conducted by exporting commodities in an emergent nation such as Indonesia and more specifically in Aceh.

Originality/Value – The improvement of EP.

Like several of its neighbouring countries, the Kingdom of Saudi Arabia (KSA) has seen a move away from an oil-based economy towards a knowledge-based economy in recent decades. Research productivity in the Kingdom is increasing quickly along with international collaborations. Nonetheless, postgraduate research at universities in KSA is a relatively young domain, which certainly is a core factor in the evolving research management structures in the country.

Going forward, increased openness in research, along with continuing significant investment into higher education and research both by the government and the strong private sector points to a need for refined research governance and policy frameworks with designated expert research management staff developing and facilitating the underlying processes to enable Saudi institutions to engage at the forefront of academic research.

The theme of collegiality and more broadly of changes in the governance of universities has attracted growing interest within the sociology of higher education. As institutions, contemporary universities are inhabited by competing logics often defined in terms of market pressures and are shaped by the higher education policies of governments. Collegiality is an ideal-type form of university governance based on expertise and scientific excellence. Our study looks at manifestations of collegiality in two publicly funded universities in Canada. Collegiality is explored through the structural attributes of governance arrangements and academic culture in action as a form of self-governance. Case studies rely on two data sources: (1) policy documents and secondary data on various aspects of university development, and (2) semi-structured interviews with key players in the governance of these organisations, including unions. Two main findings with implications for the enactment of collegiality as a governance mode in universities are discussed. The first is that governance structures are slowly transitioning into more hybrid and corporate forms, where academics remain influential but share and negotiate influence with a broader set of stakeholders. The second is the appearance of forces that promote a delocalisation of collegiality, where academics invest in external scientific networks to assert collegiality and self-governance and may disinvest in their own institution, thus contributing to the redefinition of academic citizenship. Status differentiation among academic colleagues is associated with the externalisation of collegiality. Mechanisms to associate collegiality with changes in universities and their environment need to be further explored.

This part of the book has provided overviews of the current situation of research management and administration (RMA) in over 50 countries around the world provided by a total of 96 authors. Thirty-eight chapters cover individual countries from six continents, with a chapter bringing together this situation in the three Baltic states, another covering the Western Balkans, one more focused on the Caribbean, and there is a chapter on the Catalonia region of Spain. Here, we attempt to draw out common themes and to highlight differences in RMA and of Research Managers and Administrators in different parts of the world. Further, more holistic, insights can be found in the final chapter of the book (Yang-Yoshihara, Kerridge, et al., 2023, Chapter 6).

Collegiality is often discussed and analyzed as a challenged form of governance, a form of working that used to function well in universities prior to the emergence of contemporary and modern forms of governance. This seems to suggest that collegiality used to dominate, while other forms of governance are now taking over. The papers in volume 86 of this special issue support the notion of challenged collegiality, but also show that for the most part, nostalgic notions of “the good old days” are neither true nor helpful if we are to revitalize academic collegiality. After examining whether a golden age of collegiality ever existed, we discuss why collegiality matters. Exploring what are often described as limitations or “dark sides” of collegiality, we address four such “dark sides” related to slow decision-making, conflicts, parochialism, and diversity. This is followed by a discussion of how these limitations may be handled and what measures must be taken to maintain and develop collegiality. With a brief summary of the remaining papers under two headings, “Maintaining collegiality” and “Revitalizing collegiality,” we preview the rest of this volume.