Premium
Recognizing Diversity and Group Processes in International, Collaborative Research Work: A Case Study
Author(s) -
Ettorre Elizabeth
Publication year - 2000
Publication title -
social policy and administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.972
H-Index - 63
eISSN - 1467-9515
pISSN - 0144-5596
DOI - 10.1111/1467-9515.00199
Subject(s) - diversity (politics) , ethnic group , work (physics) , diversity management , contemplation , resource (disambiguation) , sociology , process (computing) , public relations , psychology , knowledge management , political science , engineering , computer science , mechanical engineering , computer network , philosophy , epistemology , anthropology , operating system
The myth that most if not all senior researchers who have national prominence can ‘successfully’ manage international research is alive and well in the academy today. Many researchers believe that research management and consultancy is acquired through a process of trial and error and demands little contemplation or training. The purpose of this paper is to break these myths and to establish various benchmarks for good research management, particularly on an international level. The guiding assumption of the paper is that as research becomes more global, high‐quality research management is a necessary resource, which demands sensitivity to diversity as well as an awareness of group processes. This means those issues such as language, race, ethnicity, gender, disability and group work should not only inform our research findings but also guide our research practice in international collaborative settings. Throughout this paper, I use a case study of a large EU‐funded project as a way of illustrating key themes.