The evolving role of Research Management in higher education: Analyzing the strategic adaptation of research organisations in dynamic environments

Since the 1980s, the higher education sector experienced a substantial transformation, marked by extensive organizational reforms worldwide, leading to a new perception of universities and their sub-units as proactive organizational entities rather than passive responders to external changes. The establishment of specialized structures for research management has been one response of higher education organisations in this process of transformation. This development has led to the formation of a new professional cadre, the research man-ager (RM), whose role has been instrumental in bridging the gap between academic research and administrative operations. This paper tracks these developments and inquires into both the structural and individual transformations that have occurred within universities in Germany, as well as the implications of these changes for understanding universities as active entities. The paper provides two relevant perspectives focusing on RM within higher education and how the embrace their future using data from a four year research project. First, on the basis of an online survey and inter-views, the qualitative data and statistical analysis reveals that while research management has been extensively established within academic settings, a detailed understanding of the differences in research-related tasks between universities and non-university research institutions remains sparse. The findings suggest that RM serves as a vital interface in academia, with a less distinct separation from traditional administration in universities compared to non-university research institutions, thereby highlighting its unique positioning and the potential for providing new research impulses. Second, the paper delves into the sociological aspects of RM, focusing on the discursive constitution and subjectification of RMs within the German research land-scape. Drawing on discourse analysis of job advertisements and interviews, it identifies two main positions in the debate over their establishment: one viewing them as an organizational solution to overburdened administration, and the other questioning the necessity of RMs against pre-existing structures. The contribution then highlights the ambivalence in the power dynamics and recognition practices that shape the interactions and professional identity of RMs. Integrating these two perspectives, the paper addresses how universities adapt to their environments by establishing and integrating research management as new or renewed organisational structures. In conclusion, the evolving ‘nature’ of universities as proactive entities in the face of transformation is intricately linked to the development and strategic positioning of research managers and management. This synergy highlights the importance of understanding the roles, challenges, and impacts of research management in shaping the future direction and aspirations of higher education institutions. The question then arises whether universities should be seen as complete organizations, or whether other perspectives are equally conceivable and what role RM could play there.