Scientists, career choices and organisational change : managing human resources in cross sector R&D organisations

Tim Turpin, Sam Garrett-Jones, Kieren Diment

    Research output: Contribution to journalArticle

    Abstract

    The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote cross-sector R&D collaboration. Scientists are key resources in these organizational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organizations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organizations in which scientists work. This paper presents some findings from two new Australian Research Council funded studies in Australia designed to investigate the careers of scientists and the organizational and career implications of participation in cross-sector R&D collaboration. One of the findings show that CRCs may not endure as long term hybrid organizational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists.
    Original languageEnglish
    Number of pages14
    JournalJournal of the Australian and New Zealand Academy of Management
    Publication statusPublished - 2005

    Keywords

    • Scientists
    • Vocational guidance
    • Research
    • Australia
    • Cooperative Research Centres
    • Personnel management

    Fingerprint

    Dive into the research topics of 'Scientists, career choices and organisational change : managing human resources in cross sector R&D organisations'. Together they form a unique fingerprint.

    Cite this