Changes in higher education institutions characteristic of a knowledge society are strongly affecting academic life, scientists’ working conditions and the social dynamics of scientific groups. In such situations, it is important to understand the different ways in which these groups are tackling the structural dilemmas posed by the changes affecting academic and scientific cultures. To this end, a research project on Andalusian acknowledged research groups was developed whose findings are discussed here. The project emphasised the importance of the groups’ social dynamics, particularly their patterns of relationships, organizational culture, leadership configurations and social climate. The paper pays particular attention to the four cases studied in the second, qualitative, stage of the inquiry, whose disciplinary fields included ecology, fluids engineering, archaeology and neuropsychology. A conceptualisation of the main stages experienced by the groups in their evolutionary process is offered. Next, the main problems and dilemmas faced by the groups at each stage and the ways in which they confront them are depicted. In conclusion, some suggestions are provided as to how higher education institutions and administrations could successfully support the development of scientific research groups.

Evolution and social dynamics of acknowledged research groups

In recent years British higher education has come under considerable financial and political pressure which has led increasingly to the use of various indicators for the measurement of quality. Although the use of such measures has often been seen as leading to encroachments on academic autonomy, the paper argues - drawing on concepts from the sociology of power and the professions - that such measures still, essentially, derive from, and reproduce unquestioningly, the tacit assumptions and professional self-interest of academics. This point is illustrated through a brief consideration of the most commonly-recommended performance indicators and by reference to the work of the Council for National Academic Awards in the review and validation of courses. Attention is also given to the stimulation of market forces as a means of quality control. The paper concludes with a plea for greater pluralism within British higher education and argues that several factors make this more likely. These include demographic change, the increasing involvement of industry and the emergence of diverse sources of funding for British HE including the Manpower Services Commission (now the Training Commission).

Who defines quality in higher education? Reflections on the role of professional power in determining conceptions of quality in English higher education*

This paper attempts to propose an alternative policy frame for higher education policy by demonstrating the inadequacy of the market approach adopted by the 2011 English higher education policy in addressing the economic and social agenda, and by reframing higher education as a mechanism that selects and distributes talents to vocational sectors in a way that achieves socially optimal outcomes. The paper shows why government control is more appropriate than market mechanism in managing higher education cost, how effective screening and distribution of talents can be achieved through deliberation among epistemic community members and how the alternative policy frame supports a social justice agenda. The idea of a meritocratic epistemic community for screening and educating talents is central to this new frame as it facilitates the creation of a common space where competing stakeholders of one vocational sector gather together to deliberate on the merits of the future workforce.

Meritocratic Epistemic Communities: An Alternative Policy Paradigm for Higher Education.

Targets and trends: research on higher education

La recherche scientifique est dans une periode de transition. Les vagues de decouvertes dont la plupart ont un fort impact potentiel economique et social ont ete accompagnees par l'emergence de nouveaux modes de production de la science. Cependant, meme si la recherche est une activite strategique, elle demeure largement meconnue et les transformations recentes de la production scientifique accentuent le flou qui entoure cette activite. A une opposition simple entre science appliquee et science fondamentale, se substitue toute une gamme de categories concues pour rendre compte de la diversite et de l'imbrication des activites dans lesquelles chercheurs et ingenieurs sont engages. Au-dela du modele de la recherche academique et de celui de l'innovation, plusieurs modes de cooperation et de fertilisation croisee entre la recherche universitaire et l'entreprise se conjuguent. Les modeles polaires sont la recherche universitaire et l'innovation dans l'industrie. Dans le premier modele, la societe delegue aux chercheurs la mission d'accroitre le stock de connaissances disponibles et accessibles par tous. Au sein de la communaute academique, les modalites d'organisation, et plus particulierement les regles de fonctionnement (Merton 1973; Dasgupta and David 1994) permettent une autoregulation des chercheurs. La competition entre les chercheurs et la lutte pour la priorite des decouvertes impose la divulgation des connaissances produites, ce qui permet de stimuler l'effort des scientifiques, de recompenser les meilleurs et de valider les connaissances produites. Sans controler le contenu de la recherche, la societe peut intervenir par la seule fixation des regles pour s'assurer de la productivite et de la qualite du travail de recherche. Le second modele est concu pour gerer des projets destines a concevoir de nouveaux produits, de nouveaux services et de nouveaux procedes de fabrication. Les chercheurs sont dans ce cas a l'ecoute des utilisateurs de la technologie ou du service qui seuls valideront les developpements effectues. Le projet d'innovation n'a d'autres ambitions que de les satisfaire. L'organisation de la recherche doit permettre ces liaisons avec l'environnement et doit rendre possible les reorientations necessaires. Comme le remarquent Callon et al. (Callon, Laredo et al. 1995), ces deux modeles s'opposent terme a terme. Le premier s'inscrit dans une logique de l'autonomie de la communaute scientifique, le second est profondement ancre dans l'entreprise. Le premier requiert la divulgation de connaissances codifiees, publiees sous forme d'articles ou de livres, le second privilegie les savoirs tacites et locaux incorpores dans des dispositifs techniques destines a etre commercialises. Cette opposition des principes de gestion des deux modeles d'organisation de la production scientifique et technique laisse la place a de nombreux modes d'organisation hybride qui permettent les transferts scientifiques et techniques. Les formes hybrides d'organisation permettent de mieux comprendre comment le developpement conjoint d'innovations s'opere. Cependant, pour mieux saisir les mecanismes d'innovation que mobilisent differentes organisations (entreprises, laboratoires publics, ...), il est indispensable d'avoir une representation adaptee de l'innovation.

https://tel.archives-ouvertes.fr/tel-00471262/document

La gestion des organisations intensives en connaissance

Higher Education systems in Western countries currently face many problems. The enormous amount of information and reflection carried out by the members of the SRHE-Leverhulme Study team reveals the scale of these problems in one country.

The Myth of the Competitive Market: Linkage with the Private Sector and Problems for Higher Education Reform.

The strategy of university research laboratories in France

Drawing upon the literature of business management, the authors develop an approach to the problems of managing the large research laboratories which have now become more common but which have to exist in the changed climate of the 1980s. The types of managerial problems which arise are classified, the politics of their management analysed and the form in which these problems manifest themselves is discussed. It is concluded that those who have charge of large laboratories must be determined to implement what the authors describe as strategic practice if the laboratories are to function efficiently.

Jean-Claude Castagnos

Papers

The Myth of the Competitive Market: Linkage with the Private Sector and Problems for Higher Education Reform.

The strategy of university research laboratories in France

Towards Strategic Practices in Basic Research.