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Research managers and administrators (RMAs) face the invisibility arising from the diversified work and ambiguous boundaries. Some reports pointed out the stress of RMAs. Moreover a long-term career is a critical matter for RMAs to succeed. Thus, this chapter aims to identify the relationship between the long-term career of RMAs and relevant factors. The dataset from Research Administration as a Profession 2 (RAAAP-2) allowed regression analysis considering national and regional differences in the analysis. The analysis included 3,235 respondents. The results indicated that job attraction perceived by RMAs and additional acquisition of academic degrees after engagement were positively and significantly related to the total years of experience. Moreover, the linear mixed models showed that country/regional variation and the total years of experience had a significant link even after controlling the other variables. The findings would highlight the attraction of research management and administration as a profession.

Prior family business research has been dominated by an agency theory perspective, narrow definitions of what constitutes family wealth, and a preoccupation with business governance mechanisms to the exclusion of family governance mechanisms. This chapter presents the findings of examining the role of a broader range of governance mechanisms (for the business; for the family) in achieving more comprehensive wealth (economic and non-economic) family business goals in the Australian context. Based on survey responses from around 400 family businesses, the findings from this study show that both family and business governance mechanisms contribute significantly to achieving both the business’s financial performance and the achievement of family-centered goals that are important to the owning family. The results also suggest that the relationship between governance and performance in the family business context is much more complex than that acknowledged in prior research and has implications for both future research and practice.

Higher education institutions have undergone a transformation over the past few decades, from loosely coupled systems to more centrally managed organizations. Central to this ongoing development is the increasing competition for resources and reputation, driving higher education institutions to rationalize their structures and practices. In our study, we focused on changes in job advertisements for professorships in Germany from 1990 to 2010. Findings showed that the requirements stipulated by universities for professorial positions have become increasingly differentiated (and measurable) over time. In this context, competitive aspects, such as third-party funding, international orientation, or publications, have particularly come to the fore and grown significantly in importance. We discuss these findings in light of an increasing managerialization of higher education institutions, which has a direct effect on collegiality. We argue that the differentiation of professorial job profiles leads to even more formalized appointment processes and may push collegial governance into the background.

The objective of this chapter is to present the creation of the scientific research project management office at the Ribeirão Preto Medical School, University of São Paulo (FMRP-USP), Brazil. The case is about the adoption of Research Management and Administration (RMA) practices in the largest university in Brazil and presents data for the period of 10 years and relevant increase in the number of projects and budget volume managed (USD 2–21 mi) even with a small team (2–5 people). This is a successful case of a participant of The São Paulo Research Foundation (FAPESP) program and a relevant reference to encourage other Brazilian universities to implement the RMA structure. The implementation of RMA practices is not only possible but can be a game changer in a context with scarce resources and the proper policies can make a difference to the RMA professionalisation in the country.

Diffusion of innovations, defined as the adoption and implementation of new ideas, processes, products, or services in health care, is both particularly important and especially challenging. One known problem with adoption and implementation of new technologies is that, while organizations often make innovations immediately available, organizational actors are more wary about adopting new technologies because these may impact not only patients and practices but also reimbursement. As a result, innovations may remain underutilized, and organizations may miss opportunities to improve and advance. As innovation adoption is vital to achieving success and remaining competitive, it is important to measure and understand factors that impact innovation diffusion. Building on a survey of a national sample of 654 clinicians, our study measures the extent of diffusion of value-enhancing care delivery innovations (i.e., technologies that not only improve quality of care but has potential to reduce care cost by diminishing waste, Faems et al., 2010) for 13 clinical specialties and identifies healthcare-specific individual characteristics such as: professional purview, supervisory responsibility, financial incentive, and clinical tenure associated with innovation diffusion. We also examine the association of innovation diffusion with perceived value of one type of care delivery innovation – artificial intelligence (AI) – for assisting clinicians in their clinical work. Responses indicate that less than two-thirds of clinicians were knowledgeable about and aware of relevant value-enhancing care delivery innovations. Clinicians with broader professional purview, more supervisory responsibility, and stronger financial incentives had higher innovation diffusion scores, indicating greater knowledge and awareness of value-enhancing, care delivery innovations. Higher levels of knowledge of the innovations and awareness of their implementation were associated with higher perceptions of the value of AI-based technology. Our study contributes to our knowledge of diffusion of innovation in healthcare delivery and highlights potential mechanisms for speeding innovation diffusion.

This chapter presents the current research status of family constitutions from an economics perspective. It locates the family constitution as part of the family and business governance structure of a family firm and the owner family. The typical structure and content of a family constitution are introduced. The chapter focuses on the status of research about family constitutions and provides a structured map for future research. With regard to extant research, it must be stated that the stock of literature is small. The contributions to literature are categorized in surveys; conceptual contributions; survey data; small sample, qualitative, empirical studies; and big sample, quantitative, empirical studies. The latter group includes three studies with a separate family constitution variable. This small number symbolizes that the family constitution still is an under-researched area. Therefore, family constitution research is far away from being able to answer central questions of advice-seeking owner families like, for example, whether a family constitution affects family performance, firm performance, or both; or whether the development process of a family constitutions disposes of an effect on family or firm performance separately from the hypothesized effect of the family constitution document.

In this chapter, we look at survey responses from the third Research Administration as a Profession Survey (RAAAP-3) conducted in 2022. We examine some demographic attributes of Research Managers and Administrators (RMAs) such as gender identity, age when entering the profession, age in the current role, and other personal characteristics such as birth country and current country of employment. We also explore the types of institutions where RMAs are employed, the type of work they do, their highest academic qualifications, whether they obtained professional accreditations, and their affiliation with any RMA professional associations. Each topic is investigated both globally and by geographic region to highlight similarities and differences. Overall we find the profession to be global, female-dominated, highly academically qualified, and mainly working in the higher education sector.

This paper aims to ascertain whether and to what degree universities are becoming organizational actors globally. Utilizing an original dataset of a sample of 500 globally oriented universities, we explore how universities have increasingly become organizational actors as is the case of American universities. We consider the following indicators of university transformation into organization actors: development or institutional advancement, diversity or inclusion, legalization, and internationalization goals and structures. We find that these globally oriented universities have created international, development, and legal offices. Surprisingly, nearly half of the universities in our sample also have diversity offices. These “getting organized” indicators are somewhat similar to what holds for American universities, suggesting that there is globalization of organizational actorhood among universities. At the same time, however, we find that there are pronounced regional differences, especially when it comes to organizing around diversity and legal affairs.

This chapter explores occupational stress in research managers and administrators (RMAs). Data gathered from RMAs in the USA, Great Britain, Europe, Australasia, and Canada through the Research Administrator Stress Perception Survey (RASPerS) are used to examine factors that are known stressors or outcomes from occupational stress. The purpose of RASPerS is to measure and raise awareness about occupational stress and its impact on health behaviour in RMAs. Using descriptive statistics, factors associated with occupational stress including increasing demands, hours worked, anxiety due to competing demands between work and home, and reported self-neglect due to occupational stress are examined. We also explore what RMAs report as being the top motivating factors for remaining in the profession despite high levels of stress.

Awareness of the impact of occupational stress can aid RMAs in maintaining a healthier lifestyle and assist RMA leaders in building work environments that foster employee retention.