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do everything they can to facilitate the interactions and networking that followsand make a point of removing barriers. The notion of ‘marrying up’ with leadingresearch-intensive universities ultimately relies heavily on personal connectionsand can be highly rewarding all round. While forced marriages may open up newhorizons they are potentially problematic and often require sensitive management:many of the most successful and life-long research partnerships come from personalcontact between researchers. Academics collaborate best when they like thepeople involved in partnerships and their approach to research. They will be moreobviously committed when there are strong synergies and clear rewards including theopportunity to pursue areas of mutual personal interest.Successful executive leaders focus on looking for long-term relationships. They takeslow steps to build up the relationships with a small number of institutions with similaraspirations. These are not necessarily the most prestigious universities: the matchneeds to be based on pragmatic goals. It is important that the relationships are notjust faculty-to-faculty but university wide, that is, they are multi-stranded relationships,which are therefore more likely to endure. This is in contrast to discrete projectsinvolving specific individuals that disappear when key researchers take up positionselsewhere.58 A handbook for executive leadership of research development
LAYING THE FOUNDATIONS WITHSTRATEGIC PARTNERSHIPSUniversity of the Sunshine CoastThe University of the Sunshine Coast provides an example of anew university in the process of getting its policy settings in placeto achieve its goal of building a nationally and internationallycompetitive research profile. The long-term vision (10-20 years) isto achieve recognition as a major regional university. The mediumterm horizon is 5-10 years with a focus on growing and buildingon the current rates of performance by establishing and expandingregionally relevant research niches through institutes and centresdirectly addressing regional issues and developments. The planincludes making strategic appointments through a research fellowshipscheme. These new researchers are aligned with USC’s designatedresearch concentrations and are expected to contribute significantlyto increasing the volume and quality of publications, grow researchhigher degree enrolments and maintain high completion rates.A major element of the strategy is building productive partnershipswith ‘kindred spirit’ institutions: bringing groups with complementaryexpertise and research capabilities together to combine capabilities‘exceeding the sum of the individual parts’. The University aims toencourage research partners with a proportionate share of researchblock grant income to develop partnerships, allowing resourcesharing and further accelerating growth in research. The strategyis to ‘marry up’, exposing staff and students to enhanced researchcapabilities at the partnering institutions. International reputation is akey aspect, so the University is establishing formal partnerships with avariety of leading international organisations.Focus 3 — Expanding research capacity59
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A HANDBOOK FORExecutiveleadershipof
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A publication of the Centre for Lea
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ForewordDuring a period of signific
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AcknowledgmentsThis handbook was co
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IntroductionThis handbook is a sour
Page 13 and 14: Executive leadership of researchA c
Page 15 and 16: The principles and elements are app
Page 17 and 18: A background briefing on the eviden
Page 19 and 20: By far the best background or envir
Page 21 and 22: • clear goals that serve a coordi
Page 23 and 24: 2. Leadership, management and acade
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Page 27 and 28: Table 1. HR strategies to grow rese
Page 29 and 30: incentives to undertake research (i
Page 31 and 32: Principles and elements25
Page 33 and 34: Principle 1. Create a compelling vi
Page 35 and 36: concrete and tangible form that fit
Page 37 and 38: Compile a vision statement that exc
Page 39 and 40: Principle 2. Provide clear coordina
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Page 43 and 44: REVITALISING PRODUCTIVITYDeakin Uni
Page 45 and 46: Principle 3. Create a competitive e
Page 47 and 48: across disciplines. This is particu
Page 49 and 50: the initial period of adjustment an
Page 51 and 52: Principle 4. Devolve leadership of
Page 53 and 54: The continuity of the leadership gr
Page 55 and 56: Recognise and reward research leade
Page 57 and 58: CREATING A CULTURE WHERE EVERYONE T
Page 59 and 60: Principle 5. Build on current stren
Page 61 and 62: A core task of the executive leader
Page 63: The executive leader needs to help
Page 67 and 68: Principle 6. Invest in research inf
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Page 71 and 72: Focus 3 — Expanding research capa
Page 73 and 74: Principle 7. Focus appointment and
Page 75 and 76: establishes precedents that confirm
Page 77 and 78: BECOMING A SELECTIVELY RESEARCH-INT
Page 79 and 80: Principle 8. Invest in early career
Page 81 and 82: central support for building resear
Page 83 and 84: BUILDING ON STRENGTHSUniversity of
Page 85 and 86: Principle 9. Provide direction for
Page 87 and 88: strategy that meets best practice s
Page 89 and 90: is that they are there to help stud
Page 91 and 92: Principle 10. Strengthen the alignm
Page 93 and 94: and practices have often evolved ov
Page 95 and 96: There are a number of practical thi
Page 97 and 98: Kenna, R. & Berche, B. (2011). Crit
Page 99: About the authorsCraig McInnis is a
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