1. Strategies for strengthening research leadership in universities
Åsa Olsson
LH Martin Institute for Tertiary Leadership and Management

2. Approach to building research capabilities
Top-down
Bottom-up

3. Indonesia’s research context
Research Performance
Funding arrangements
GERD (0.2)
96% Public
4%Private
International funding is important
Institutional grants dominates
Research organisations
Universities
Government agencies non-ministry (LPNK)
(7 of the these receive 35 percent of government's R&D)
NGO/Think Tanks
Academies
Governance
Ministry of Research, Technology, & Higher Education
Sector Policies
Evaluation is not tied to research performance

4. Understanding the dynamics of research leadership
Utility of research (broad sense)
Postgraduate training
Policy for research
Science, Technology and Society
Public understanding of research
Scienometrics
Research for policy
Innovation policy/Industry policy
Spin-outs
IPRs
University/Industry
Entrepreneurships
Social innovation and entrepreneurship
Social entrepreneurship/innovation

5. How do develope research excellence?
Management perspective
Leadership perspective
Creativity
Funding acquisition
Overall Governance of Research Landscapes
Funding arrangements for R&I
Research performing and disseminating organisations

6. Excellence from a management Perspective (Balderston 1995)
Institution satisfies conditions for long-term viability
Sound governance structure ensuring autonomy and self-direction,
Broadly accepted commitment to academic values,
Excellence is what your peers value as excellent,
Emphasis on the selective, the critical, the fundamental, the cosmopolitan, the long-range.
Overall Governance of Research Landscapes
Funding arrangements for R&I
Research performing and disseminating organisations

7. Leadership and Research Excellence (Hemlin et al. 2004)
Clear co- ordinated objectives
Excellent visionary leadership
Group participation in leadership
Well-managed staff selection
Internal and external communications strongly correlate with high-level performance
Diversity in age and background also contribute to the good culture and climate
Both primary focus on research and a genuine research culture stimulate high-quality outputs from research.
Overall Governance of Research Landscapes
Funding arrangements for R&I
Research performing and disseminating organisations

8. Creative Research groups (Heinze et al. 2009)
Extra-mural collaborations play an even greater role in research excellence than was assumed in these previous reports.
Successful groups draw on larger collaborative networks, provide a link between disjointed peers and work under conditions that reflect multidisciplinary contacts.
A scientific actor who operates at the intersection of a diversity of research groups may generate more original research by having a greater variety of perspectives and knowledge available (e.g. Burt, 2004).
Such a position may not be the optimal one for diffusing new ideas. Cohesive collaborative groups and high- trust networks may function best for such purposes (e.g. Fleming et al., 2007).
Overall Governance of Research Landscapes
Funding arrangements for R&I
Research performing and disseminating organisations

9. Funding arrangements for R&I
Hornbostel’s (2001) work on third party funds: Funding acquisition is only an appropriate indicator of excellence when:
Funding is common in the field
There is a qualified peer-review system operating
There is a mix of resources in the system
The essential infrastructure for research is available.
Overall Governance of Research Landscapes
Funding arrangements for R&I
Research performing and disseminating organisations

10. International profile
Governance
Research Profile
Research capacity
Knowledge transfer
Mobility
International profile
Improving performance
Executive
leadership
Support structures
Research leadership

11. Executive leadership Influence and engagement
Priority stetting, uncertainty and risks  
Human resource policy
Internationalization
Collaboration 
Research ethics 
Reserach infrastructure

12. Research leadership Rewards and recognition Internationalization
Early career work 
PhD training design
Sustaining and managing
resources
Innovation and engagement
Research leadership

13. Support structures Strategy implementation Management of resources
Competitive funding
Collaborations 
Innovation
Engagement

14. Research leadership at organisational (unit) level
Mission articulation
Strategic planning
Research management
Financial
Performance evaluation and incentive and reward
Commercialisation
Knowledge transfer
Community engagement
Accountability

15. Preliminary results of UGM/FM/Centres
Human resource development
Integrating postgraduate students to the medical centres
Building mutually reinforcing teams in priority areas
Development of research management capacity
Hosting international scholars
Performance
Career pathways
Recruitment of talent with a track record in research
Performance evaluation
Financial
Short-termism
Developing strategies Spreading the costs through entering high performing collaborations

16. For enquires Please contact: Åsa Olsson, Program Director