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Research-intensive universities often have all of the elements of research administration centralized under a vice president for research. Less research intensive universities have tended to follow the dictates of institutional culture and are either combined into one sponsored programs office? under a director or vice president, or have operations split between pre-award and post-award financial activities. Whatever the operational structure there needs to be strong research administrators working as a team and ensuring that every “hand” is aware of what the other “hands” are doing. This activity of information sharing is extremely important because of the time sensitive nature of the business.
See Also:
For further information:
Beasley, K. L. et al., Handbook for Developing and Managing Research Activities and Other Projects. San Francisco: Jossey-Bass, 1982.
David G. Bauer and Mary L. Otto. Evaluating and Improving Your Grants System. Oryx, 4041 North Central Ave., Suite 700, Phoenix, AZ 85012-3397, 800-279-6799.
Linda L. Schwarz, Book Review of David Bauer, Assessing the Grants Office: How to Evaluate and Improve Your Grants Effort, in The Journal of Research Administration 36, No. 1, pp. 33-33.
Council on Governmental Relations, One DuPont Circle, Suite 425, Washington, DC 20036, 202-331-1803.
Steven Hansen and Kim Moreland. “The Janus Face of Research Administration.” Research Management Review, volume 14, number 1, Spring 2004
William S. Kirby and Paul G. Waugaman, “Practice Data from the 2002 SRA-BearingPoint Nationwide Benchmarking Survey,” The Journal of Research Administration 36, No. 1, 4, pp. 4-15.
Original Contributor:
1 Pamela B. Whitlock, University of North Carolina at Wilmington: whitlock@uncw.edu
2 Julie Cole, Georgia Southern University: JCole@georgiasouthern.edu
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