Abstract
ABSTRACT“Big science” has prompted scientific collaboration, ultimately leading to multidisciplinary, co-operative science. This has paved the way for organizational “champions”, leading experts with the ability of driving organizational change. This study investigates the involvement of how “champions” contributed to the rapid failures of the 1980s case of the cold fusion initiative NCFI in Utah, and the 2000s case of BBMRI.se, the Swedish node of a biobank harmonization initiative, and how these two examples would become “failed scientific megaprojects”. This descriptive comparative case study has utilized available literature and documents covering the two megaprojects, with some supplemental interviews. The study shows that “champions” indeed enable research but simultaneously also risk becoming the downfall of the collaborative endeavors that have been set up. Moreover, this study has been able to uncover and analyze some of the most common types of organizational failure found in the two failed scientific megaprojects investigated. The common lesson inferred from both cases is that the unquestionable trust placed into some of the “champions” led to a lack of procedural transparency and professional candidness, ultimately leading to a loss of trust from their respective funding bodies.
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