Institutional structure and the Australian research director: a qualitative study

Abstract

Major higher education reforms in the 1980s generated increased numbers of Australian university research centres, accompanied by equivalent numbers of academics acting as centre directors. This qualitative investigation using seven in-depth case studies explored the relationship between a centre's location in the university structure and its director's success. Lack of role clarity meant that the university hierarchy sometimes expected directors to maintain demanding involvement in university life outside their centre, regardless of their primary obligation to achieve the centre's objectives. All directors experienced pressure to attract external research funds but those in centres situated outside departments enjoyed greater financial freedom and autonomy in their role. To offset the role's demands directors held implicit expectations of organisational support as positive encouragement that was not always forthcoming. A number of practical suggestions for university hierarchy are offered regarding appropriate ways to support their research directors.