Models of R&D account for technical, technological and administrative factors of R&D implementation but underestimate the influence of behavioural and political factors such as power and conflict. They assume that R&D organisation is “well-insulated” from partisan, emotions, political reactions and contextual factors and that decision makers are rational and decisions are taken to best fit the content of R&D programme. The present study explores the effects of rational and irrational factors in the R&D implementation process on the performance of publicly funded research projects in universities. It uses realist and qualitative exploratory semi-structured interviews with 22 active researchers in Sultan Qaboos University provides “depth and detail” of the complexities of R&D implementation effects on its performance. The study discovers 18 measures of success of academic research and 30 effects of R&D implementation of the performance of publicly funded research.The study concludes that the iterative, non-linear and processual nature of R&D implementation is a continuous dynamic system. R&D success builds up the capacity for future success whilst failures decrease the chances of future successes. The integrated effects of implementation (IEI) influence R&D performance through technical and administrative capability of the R&D organisation as well as through behaviours of organisation members. These include leaders’ behaviours, conflict and political skills within individuals. Both success dynamism and IEI suggest contextualism implementation of R&D.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:545482 |
| Date | January 2010 |
| Creators | Al Hosni, Fahad |
| Contributors | Kakabadse, Andrew P. : Pilbeam, C. |
| Publisher | Cranfield University |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://dspace.lib.cranfield.ac.uk/handle/1826/6829 |
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