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ReseaRch Quality assuRance foR the futuRe a ... - Lund University

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Part 2 – Conclusions of <strong>the</strong> review<br />

application of research to practical problems in developing countries.<br />

This is most readily done through close collaboration with <strong>the</strong>ir<br />

universities and o<strong>the</strong>r agencies. We recognise however that <strong>the</strong><br />

increasing use of targeted funding at <strong>the</strong> expense of unrestricted<br />

funds, and <strong>the</strong> need to prioritise grant winning to meet universities’<br />

salary bills, has diminished <strong>the</strong>ir flexibility to address such issues.<br />

We have referred to negative impact of this system in section F2d<br />

and do so again in section H6 in relation to <strong>the</strong> <strong>University</strong>’s overall<br />

strategic flexibility.<br />

F6. The size and nature of university units<br />

88. In an era when many of <strong>the</strong> questions being asked of and by <strong>the</strong><br />

research community increasingly transgress disciplinary boundaries,<br />

when many of <strong>the</strong> advances in research occur at disciplinary interfaces,<br />

and when <strong>the</strong> rate of advance of knowledge is arguably greater<br />

than ever, academic units that span a wide disciplinary range offer<br />

great flexibility by permitting <strong>the</strong> research effort to be perennially<br />

re-configured to address <strong>the</strong>se challenges without <strong>the</strong> need for <strong>the</strong><br />

creation of new departments. Such large units can also offer <strong>the</strong><br />

opportunity for small, successful research efforts to grow rapidly;<br />

an opportunity that is often denied <strong>the</strong>m if <strong>the</strong>y are isolated small<br />

departments. <strong>Lund</strong> <strong>University</strong> has adapted to <strong>the</strong>se imperatives in<br />

<strong>the</strong> last decade by combining pre-existing units in larger groupings.<br />

89. This is not however a general prescription. Where a department is<br />

successfully mining a rich vein of research opportunities that keep<br />

it at <strong>the</strong> international cutting edge, such changes can be damaging<br />

distractions.<br />

90. We have not <strong>the</strong>refore systematically sought to identify possible<br />

reconfigurations of departmental boundaries. We have however<br />

suggested, in <strong>the</strong> Panel reports in Annex 1, where we believe that<br />

departmental re-structuring can open up new opportunities in<br />

research. We have also suggested a number of areas where greater<br />

integration of infrastructural support can bring benefit. For<br />

example, Panel 11 (Medicine/Health Sciences) has suggested that<br />

greater integration of infrastructure in multiple research areas could<br />

be highly beneficial, and that <strong>the</strong>re may be opportunities to build-<br />

39

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