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The development of Research Management and Administration (RMA) in Europe is strongly connected with the development of the Science and Technology (S&T) policy of the European Union (EU). These policies were the result of a continuous debate between the member states and the European Commission and European Parliament.

Although there is no data on the early development of RMA, there are some publications on the history of the development of the S&T policy in Europe: the excellent publication ‘A History of European Union Research Policy’ by Luca Guzzetti (Guzzetti, 1995). Guzzetti’s book investigates the history of EU research policies from 1948 up to the preparation of the Fourth Framework Programme (FP) (1994–1998).

The RMA aspects are constructed mainly by oral history complemented with some written sources. The history shows a gradual development of the profession unevenly spread in time and European geography. This has mainly with the EU enlargement in the same period, when new member states were connected to the FP. The profession started with a few colleagues’ way back in the eighties of the last century as financial people were dealing with the first European financial reporting up to the present day where RMA is becoming a field of work attracting many new colleagues.

In the present discourse of university politics, collegiality has come to be viewed as a slow force – seemingly inefficient and conservative compared to popular management models. Concerns have thus been raised regarding the future prospects of such a form of governance in a society marked by haste and acceleration. One way to bring perspectives on this contentious issue is to perceive it in the light of the long history of the university. In this article, I derive insights about the shifting state of collegial governance through a survey of an intense period of reforms in Sweden c. 1850–1920 when higher education was allegedly engaged in a process of modernization and professionalization. Drawing on recent work in historical theory and science and technology studies (STS), I revisit contests and debates on collegiality in connection to a number of governmental commissions. Focusing on the co-existence – and collisions – of multiple temporalities reveals that overcoming potential problems associated with heterogeneous rhythms required an active work of synchronization by universities in order to make them appear timely, as higher education expanded along with the mounting ambitions of national politics, focused on centralization, efficiency, and rationalization. The analysis is structured around three focal issues for which collegial ideals and practices, including their temporal characteristics, were particularly questioned: (a) the composition of the university board, (b) the employment status of professors, and (c) hiring or promotion practices. Pointing at more structural challenges, this study highlights how collegiality requires a constant maintenance paired with an awareness of its longer and complex history.

The aim of this chapter is to describe a four-type model of organisational structures and to discuss two cases, Embrapa and the Brazilian Agricultural Research Corporation, as well as additional cases at SAM-Research and the centre for shared medical support services established at the University of Bologna.

These cases should help readers understand the importance of designing distinctive, tailored-made support services while keeping these structures flexible for further adaptation under unforeseen changes.

The chapter concludes by stressing the role of institutions to steadily invest in the design of these tailored support structures and in personalised training for their support staff.