The Profession of Research Management and Administration in Ireland
The Emerald Handbook of Research Management and Administration Around the World
ISBN: 978-1-80382-702-5, eISBN: 978-1-80382-701-8
Publication date: 29 November 2023
Abstract
The Government of Ireland, through the Department of Further and Higher Education, Research, Innovation and Science (DoFHERIS), sets the framework for the national research ecosystem. Within that ecosystem, the Research Management and Administrators (RMA) community evolved in response to changing circumstances and continues to evolve becoming a more professional and expert community. The profile of the community, admittedly based on a small sampling, is normal with a hint that females occupy the most senior roles. Most Irish research-performing organisations (RPOs) including the HE sector, College and State Research Organisations (CSRO), and the Health Service have RMA members active in The European Association of Research Managers and Administrators (EARMA). The next step in the profession’s evolution in Ireland has to be the development of a single, national, and inclusive RMA network providing a representative voice for the profession with respect to issues such as career development and career paths.
Keywords
Citation
Donovan, J., Cullinane, S., Alexander, D., Scott, P. and Law, J.v.S. (2023), "The Profession of Research Management and Administration in Ireland", Kerridge, S., Poli, S. and Yang-Yoshihara, M. (Ed.) The Emerald Handbook of Research Management and Administration Around the World, Emerald Publishing Limited, Leeds, pp. 697-705. https://doi.org/10.1108/978-1-80382-701-820231067
Publisher
:Emerald Publishing Limited
Copyright © 2024 John Donovan, Susie Cullinane, Doris Alexander, Peter Scott and Jean van Sinderen Law
License
These works are published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of these works (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
Research Policy
The Irish Government (Rialtas na hÉireann)1 sets national research and innovation (R&I) policy through a national R&I strategic plan. Each plan covers roughly a seven-year cycle. Increasingly, in recent cycles, the government has tried to take a broader whole-of-government approach with inputs from and actions required across the Public Sector.
The three most recent cycles (Department of Enterprise, Trade and Employment, 2006; Department of Jobs, Enterprise and Innovation, 2013; Department of Further and Higher Education, Research, Innovation and Science, 2022a) have taken an increasingly more balanced outlook on what constitutes a national R&I policy, with a solid emphasis on ‘social and economic impact’ but recognising the need for ‘investigator led’ research as well as more strategic ‘top-down’ initiatives.
A very significant change occurred in 2011 in the structure of the national research system. As a response to the tail-end of the Global Financial Crisis and the fact that the previous 10 years had seen an unprecedented expansion in public funding for research, the Government moved away from the traditional investigator or, curiosity-led model to a model based more on a top-down ‘national research prioritisation’ (Forfás, 2011). More recently, and in particular in the Impact 2030 strategy (Department of Further and Higher Education, Research, Innovation and Science, 2022a) the research system is re-balancing to a more flexible and open model where both top-down and bottom-up have their appropriate places.
In recent years, the political responsibility for R&I in Ireland has moved from the more economic ministries to the new DoFHERIS.2 Three particular initiatives in the most recent national strategy promise to dramatically improve the R&I ecosystem in Ireland:
The creation of a new, single research council replacing the Irish Research Council and Science Foundation Ireland (SFI). ‘… will preserve and further advance the progress made in building Ireland’s internationally recognised brand and reputation in research excellence across many disciplines’ and ‘… will be mandated to drive interdisciplinary research engagement, as well as to support continued research excellence within the Arts, Humanities and Social Sciences and Science, Technology, Engineering and Mathematics disciplines and enhance collaboration with the enterprise and public sectors’.
Embedding R&I at the centre of public policy by re-imagining the current scientific advice structures ‘… to tap into wider networks of expertise, both national and international, so that the latest research developments and innovations are brought to bear on Irish policy priorities and decision-making’.
Reestablishing a national R&I forum linking relevant stakeholders including academia, industry, policy decision-makers, and communities. The forum will examine and advise on ‘… key policy considerations to support our drive for a cohesive, responsive and impactful public research system, a world-class innovation ecosystem, and our ambitions for international innovation leadership’ (Department of Further and Higher Education, Research, Innovation and Science, 2022b).
Though the intention to continue to develop the national research ecosystem is clear, the role of RMAs in the ecosystem is more implicit than explicit.
Major Research Funders in Ireland
The history of research funders in Ireland is colourful and complicated. Most of the current funders have been through a series of mergers and moves between various parent ministries and this will continue. All of the most significant funding agencies in Ireland are publicly funded (Table 5.33.1).
Major Research Funders in Ireland and Their Areas of Activity.
| Agency | Broad Area | URL |
|---|---|---|
| Irish Research Funders | ||
| The Atlantic Philanthropies | Advance higher education, human rights and services for the young and old | https://www.atlanticphilanthropies.org/ |
| Department of Agriculture, Food and the Marine | Research related to the Department’s area of responsibility | https://www.gov.ie/en/organisation/department-of-agriculture-food-and-the-marine/ |
| Enterprise Ireland | Research supporting economic and business development | https://www.enterprise-ireland.com |
| Environmental Protection Agency | Environment, climate and environmental policy | https://www.epa.ie |
| Health Research Board | Health and healthcare | https://www.hrb.ie |
| Industrial Development Authority | Research supporting economic and business development | https://www.ida.ie |
| Irish Research Council | All disciplines | https://www.research.ie |
| Science Foundation Ireland | STEM | https://www.sfi.ie |
| Teagasc (Agricultural Development Authority) | All aspects of agricultural and rural development | https://www.teagasc.ie |
| Higher Education Authority | Capital programmes | https://www.hea.ie |
Note In 2024, Science Foundation Ireland and the Irish Research Council will be replaced by a new, funding agency
Research-performing Organisations
The most prominent RPOs in Ireland are the universities (13 including 1 private university) and higher education institutions (2 Institutes of Technology and The National College of Ireland). The recent establishment of 5 Technological Universities is significant. Technological Universities are required, by their establishment act, to focus on more ‘applied’ research and have a strong regional focus (Office of the Attorney General, 2018).
There is a smaller public research sector with organisations being closely identified with specific areas of responsibility (e.g. Forensic Science Ireland or the Marine Institute). However, in terms of expenditure, the largest sector is ‘industrial’.
As one would expect, larger companies spend more on R&D than smaller ones. In 2019 two-third of Business Expenditure on Research and Development (BERD) (€2.15b) was spent by larger companies but foreign-owned companies in Ireland accounted for more than 70% of that expenditure. This has been a trend for several years and is a reason for some concern (Department of Finance, 2014; Central Statistics Office, 2021). The departure of just one multinational firm could significantly reduce Ireland’s overall BERD.
Evolution of the Irish RMA Profession
Until the late 1980s or early 1990s, because of the low level of national research funding and opportunities, researchers tended to do their own ‘research management’ and as long as the scale was small, this was probably all that was required.
Research management was not seen as a profession but rather an administrative function to disseminate the opportunity, ‘sign off’ proposals and perhaps do budget checks.3 However, since the mid-1990s, the amount and type of public research funding available have grown significantly. Three significant events drove the development of a professionalised RMA profession and confirmed the need to concentrate less on ‘administration’ and more on ‘management’.
The development and expansion of Europe’s support for research largely through the Framework Programmes but also through a variety of other programmes.
Chuck Feeney’s investments in research and research infrastructure through his philanthropic foundation, The Atlantic Philanthropies (see below).
The government established the Programme for Research in Third-Level Institutions (PRTLI) in 1998 (O’Sullivan, 2005, pp. 13–16).
Ireland and Europe
From the mid-1980s Europe began to expand its role in European research, initially through the Cooperation in Science and Technology (COST),4 Europe’s Framework Research Programmes provided many opportunities for Irish researchers to engage in collaborative research projects with European and other partners for the first time. The Irish Government also began encouraging Irish researchers to take advantage of these possibilities. While the European research programmes were (and remain) popular, the additional support, management, governance, compliance, and reporting requirements overwhelmed PIs. It quickly became apparent that a professional service supporting researchers was essential if Ireland was to be sustainably successful in these programmes.5
Unlike many other countries, networking of the RMA community in Ireland arose, in the first instance, through European networks such as the EARMA,6 in response to the growing importance of EU research frameworks, the need to be internationally collaborative and the earlier recognition in Europe of RMA as a profession. The RMA community in Ireland, whilst seeking now to network nationally, must do so in the knowledge that we represent institutions which, whilst they collaborate, are also competing with each other.
The Atlantic Philanthropies
Chuck Feeney, the famously low-key Irish American billionaire has invested all his wealth through his philanthropic foundation The Atlantic Philanthropies. The Atlantic Philanthropies ‘invested $1.3b in the Republic of Ireland to advance higher education, human rights and services for the young and old’, between 1987 and 2016 (The Atlantic Philanthropies, n.d.).
The Atlantic Philanthropies co-funded many aspects of research and infrastructure in Irish Higher Education across a broad range of disciplines and in many institutions including 18 institutions of higher education and research centres.
The Atlantic Philanthropies investment, which had a large matched funding element, was predicated on the existence of robust, comprehensive, and efficient support from the individual hosting institutions. This was a further ‘incentive’ to the HE sector to put these kinds of services in place and to develop those that already existed.
The Atlantic Philanthropies was also a significant co-funder of The PRTLI programmes.
The Programme for Research in Third-level Institutions
The PRTLI was an Irish government programme that focused on developing a modern research ecosystem in Ireland. At the heart of PRTLI was the requirement for investments solidly based on institutional research strategies. PRTLI supported the development of physical infrastructure and research programmes within the context of an institutional research strategy and extensive intra- and interinstitutional collaborations. The programme also included some investments in RMA resources as a key enabler. PRTLI ran for six iterations between 1998 and 2010, starting with a small pilot which became known as PRTLI ‘0’ and then 5 cycles known as PRTLIs 1–5.
The twin aspects (strategy and collaboration) were in their infancy but as institutional-level bids, they required a substantial degree of institutional-level management which almost invariably was taken on by the research offices now, more often than not, headed by a dedicated vice dean for research role. Research managers now needed to learn and develop evidence-based institutional research strategies and to start developing potential collaborations between researchers both within and without their institutions. RMAs are uniquely placed to deliver these strategies and networks because of the central place they occupy in the national research ecosystem.
It is interesting that expanding Irish involvement in European programmes and The Atlantic Philanthropies investments both set the stage for the PRTLI programme and that PRTLI investments were a significant enabler of future and continuing Irish success in Europe.
The scale of investment was such that both in terms of application support and post-award reporting, RMA expertise was necessary to develop and deliver coherency. Successive cycles called for more co-funding and more interdisciplinary and transdisciplinary collaboration both within Ireland and beyond. Greater RMA support was needed to support the changing demands of funders and proposers.
A 2004 assessment (Higher Education Authority & Ireland. International Assessment Committee, 2004a, 2004b) concluded that PRTLI had changed institutional-level strategic thinking and had had a transformational effect on the HEI sector’s approach to research. Outside of the PRTLI process, other agencies were formed such as SFI (2003) and the size and complexity of projects also increased from the funding of large-scale single PI (a model used subsequently for the European Research Council (ERC7)) and research centres and the need for dedicated administrative support became evident.
At the same time as national funding was increasing, access to information about opportunities in other places by other funders was also growing. Paper-based catalogues of research opportunities brought this information to a growing group of researchers. As these catalogues moved fully online the opportunities for researchers only increased.
These trends, more researchers, better, and more substantial funding and access to many more programmes using international peer review processes meant that securing research funding was becoming increasingly competitive and relying on researchers to navigate around the requirements of a particular research funder from pre-award to grant close-out was no longer tenable. The RMA community became more specialised as eligibility rules, concept development, contract, and consortium agreements through to post-award support including pathways to innovation had to be understood and supported.
The development of, what we now call, RMA was a direct evolution of these trends. The most efficient way to provide ‘research management’ was by having a cohort of experienced RMA who could concentrate on those, often specialised tasks, to enable researchers to concentrate on the research itself more effectively. This has continued as funder requirements have broadened and engagement with data management, Open Scholarship, and impact agendas including citizen engagement are now mainstreamed.
As the original RMA cohorts gained experience, the subdivision of the RMA service into more specialised roles was inevitable. An RMA working with more proposals in a year than a researcher would write in their lifetime and who built strong research-funder relationships gained very valuable insights into what works and what doesn’t that they brought to bear the next time they engaged with a researcher on a proposal.
From the mid-1990s the emergence of dedicated Research Offices became widespread and became integral parts of normal RPO institutional structures whilst the supports and the specialisations that they provide have increased in response to the changing complexity in the research funding landscape. This process is continuing today. However, despite the normalisation of research offices, and research managers, the use of external funds for so many RMA positions has made the use of short-term contracts commonplace creating precarity for many RMAs and undermining research management as a true profession in Ireland.
Community Networks in Ireland
The unique set of drivers described above didn’t require any sort of national ‘RMA network’, however, that need has only become more and more obvious in recent years. This lack of a coherent national voice for RMAs militates against the development of professional status, defined roles, and an adequate and appropriate career development structure. While Europe has now identified specific actions to support RMA as a profession (European Commission, 2021a); as of September 2022, there is no single inclusive professional network for RMAs as a community and Ireland risks losing out.
The Research Officer Group (ROG) is a very informal network of RMAs from across most RPOs. The two Associations representing higher education institutions (Irish Universities Association (IUA) and The Technological Higher Education Association (THEA)) have RMA networks for their members.8 Newer networks such as the National Research Services and Infrastructure Forum (RESIN)9 and, more recently, ‘The All Island Research Excellence Network (AIREN)’10 have been established but, while AIREN may ultimately be the Irish- ARMA, it is still too early to say how this network or any of the others will evolve into a genuinely inclusive Cumann Bainisteoirí agus Riarthóirí Taighde na hÉireann.11
Demographics
Based on the RAAAP-2 survey (admittedly a small sample of n = 50) (Kerridge, Ajai-Ajagbe, et al., 2022), The RMA community in Ireland is ‘normal’. In every age group, the majority are female and the ratio of Female:Male is as high as 5:1 in some groups. It’s not a young profession, the vast majority of those who responded (44) were aged between 35 and 54.
Most of those who identify as ‘Leader’ or ‘Manager’ are female (80% in both cases). 66% of those who responded had entered the service with Masters or PhD level qualifications and are distributed across ‘Leader’, ‘Manager’, and ‘Operational’ roles.
The majority of RMAs have been in the service for 10 or more years, probably reflecting the ‘evolution’ of the profession described above.12
Future: What Now?
The RMA community in Ireland is now quite large. There are 88 members from Ireland in EARMA, but there are larger groups of RMAs in individual Irish universities.13
The Irish Minister for Further and Higher Education, Research Innovation and Science, has recently described Higher Education Research as a ‘strategic national asset’ (Department of Further and Higher Education, Research, Innovation and Science, 2022b) and also stated ‘I recognise that research managers and administrators play a key role in supporting our research and innovation system’ – Simon Harris TD – 08/09/2022. Translating that open invitation to engage into policy supporting the professionalisation of the service and a career framework depends on the willingness of Irish RMAs to work together to achieve that. Ireland’s recent reluctance to support actions at the EU level to support RMA development should be a call to action for Irish RMAdom.
Summary
RMA in Ireland continues to evolve. It has grown rapidly in response to dramatic changes in the Irish research ecosystem, most notably the large increase in funding that has been in the system since the mid-1990s. The profession is becoming increasingly expert and diverse but remains without a local voice. In the future, Irish RMAs must start to cooperate and engage, as a national RMA community, with the policy developers and implementers if Irish RMAs want to realise the full potential of the profession.
Technically, they were non-academic roles and were administrative roles. While this is happening less often now, it is still the normal recruitment route for professional RMAs in the new TU sector in Ireland.
This also drove the requirement for a European level network for RMAs to collaborate with each other. In the Early nineties a group of European RMAs established The European Association of Research Managers and Administrators. At least three Irish RMAs were involved in the group that established EARMA.
The ROG is based on those universities that form the Irish Universities Association (IUA; https://www.iua.ie). There is a similar and similarly informal group within the Technological Higher Education Association (https://www.thea.ie). There are several other smaller similar groups based on various constellations of RMAs arising and declining as required, for example, the Enterprise Ireland Horizon Europe IDIRUS Group (https://horizon2020.idirus.com/).
RESIN itself does not have a website but is hosted by HEANet the agency that provides networking services to Irish Higher education (https://www.heanet.ie).
Translates as The Irish Association of Research Managers and Administrators.
Although the number of RMAs in Ireland is relatively small, it is likely that the lack of any formal national network makes completing the RAAAP survey a little more difficult as there may not be an easy way to contact everybody!
Getting a definitive figure for the size of the RMA population in Ireland is fraught. Estimates range from 500 to more than 1,000.
References
Central Statistics Office 2021Central Statistics Office. (2021, March 2). Business Expenditure on Research & Development 2019 − 2020 − CSO. Central Statistics Office. Retrieved September 17, 2022, from https://www.cso.ie/en/releasesandpublications/er/berd/businessexpenditureonresearchdevelopment2019-2020/
Department of Enterprise, Trade and Employment 2006Department of Enterprise, Trade and Employment. (2006). Strategy for science, technology and innovation. Rialtas na hÉireann Government of Ireland. https://enterprise.gov.ie/en/publications/publication-files/forfás/strategy-for-science-technology-and-innovation-2006-2013.pdf
Department of Finance 2014Department of Finance. (2014). Economic impact of the foreign-owned sector in Ireland. Rialtas na hÉireann Government of Ireland. https://assets.gov.ie/181238/fa02da26-7864-4e3a-808f-53f0c862d01c.pdf
Department of Further and Higher Education, Research, Innovation and Science 2022aDepartment of Further and Higher Education, Research, Innovation and Science. (2022a). Impact 2030: Ireland’s research and innovation strategy. Rialtas na hÉireann Government of Ireland. https://assets.gov.ie/224616/5f34f71e-e13e-404b-8685-4113428b3390.pdf
Department of Further and Higher Education, Research, Innovation and Science 2022bDepartment of Further and Higher Education, Research, Innovation and Science. (2022b, May 18). Minister Harris launches Impact 2030: Ireland’s research and innovation strategy. Rialtas na hÉireann Government of Ireland. Retrieved January 24, 2023, from https://www.gov.ie/ga/preasraitis/18f45-minister-harris-launches-impact-2030-irelands-new-research-and-innovation-strategy/
Department of Jobs, Enterprise and Innovation 2013Department of Jobs, Enterprise and Innovation. (2013). Innovation 2020. Rialtas na hÉireann Government of Ireland. https://enterprise.gov.ie/en/publications/publication-files/innovation-2020.pdf
European Commission 2021aEuropean Commission. (2021a). European research Area Policy Agenda: Overview of actions for the period 2022–2024. European Commission. https://research-and-innovation.ec.europa.eu/system/files/2021-11/ec_rtd_era-policy-agenda-2021.pdf
Forfás 2011Forfás. (2011). The report of the Research Prioritisation Steering Group. Forfás. https://enterprise.gov.ie/en/publications/publication-files/research-prioritisation.pdf
Ireland. Higher Education Authority & Ireland. Higher Education Authority. International Assessment Committee 2004aIreland. Higher Education Authority & Ireland. Higher Education Authority. International Assessment Committee. (2004a). The Programme for Research in Third Level Institutions [PRTLI] Impact Assessment: Report by the International Assessment Committee (Vol. 1). Higher Education Authority. https://hea.ie/assets/uploads/2017/06/PRTLI-Impact-Assessment-Volume-1-.pdf
Ireland. Higher Education Authority. International Assessment Committee & Irlanda. Higher Education Authority 2004bIreland. Higher Education Authority. International Assessment Committee & Irlanda. Higher Education Authority. (2004b). The Programme for Research in Third Level Institutions [PRTLI] Impact Assessment: Report by the International Assessment Committee (Vol. 2). Higher Education Authority. https://hea.ie/assets/uploads/2017/06/PRTLI-Impact-Assessment-Volume-2-.pdf
Kerridge, Ajai-Ajagbe, Kiel, Shambrook, & Wakefield 2022Kerridge, S., Ajai-Ajagbe, P., Kiel, C., Shambrook, J., & Wakefield, B. (2022). RAAAP-2 datasets (17 linked datasets). figshare. Retrieved September 16, 2022, from https://doi.org/10.6084/m9.figshare.18972935.v1
Office of the Attorney General 2018Office of the Attorney General. (2018). Technological Universities Act (Issue 3/2018). Rialtas na hÉireann Government of Ireland. https://www.irishstatutebook.ie/eli/2018/act/3/enacted/en/html
O’Sullivan 2005O’Sullivan, G. (2005, February 01). Ireland’s Programme for Research in Third Level Institutions. PEB Exchange, Programme on Educational Building 2005/03, (2005/03), 13-16. https://doi.org/10.1787/575658184383
The Atlantic Philanthropies (n.d.)The Atlantic Philanthropies. (n.d.). Republic of Ireland – The Atlantic Philanthropies. The Atlantic Philanthropies. Retrieved November 8, 2022, from https://www.atlanticphilanthropies.org/regions/republic-of-ireland
Acknowledgements
The authors would like to acknowledge the information provided by the RAAAP Survey, and in particular Simon Kerridge.
- Prelims
- Introduction and Structure
- Introduction to Part 1
- Section 1: History
- Chapter 1.1: The Contribution of International Donors to African Research Management
- Chapter 1.2: History of Research Administration/Management in North America
- Chapter 1.3: Research Managers and Administrators in Asia: History and Future Expectations
- Chapter 1.4: History of Research Management in Australia and New Zealand
- Chapter 1.5: History of RMA in Central and Eastern European Countries
- Chapter 1.6: The Development of Research Management and Administration in Europe: A Short History
- Chapter 1.7: The Establishment and History of the International Network of Research Management Societies
- Section 2: Context
- Chapter 2.1: A Novel Definition of Professional Staff
- Chapter 2.2: The Research Administration as a Profession (RAAAP) Survey
- Chapter 2.3: Routes into Research Management and Administration
- Chapter 2.4: Research Management as Labyrinthine – How and Why People Become and Remain Research Managers and Administrators Around the World
- Chapter 2.5: Where Do RMAs Work?
- Chapter 2.6: The Establishment of a Research Project Management Office at a Medical School in University of São Paulo, FMRP-USP, Brazil
- Chapter 2.7: RMA Education, Training and Professional Development in North America and Europe
- Chapter 2.8: Pathways Towards the Creation of RMA Associations
- Section 3: Identity
- Chapter 3.1: From Conceptualisation to Action – The Quest for Understanding Attitudes of Research Managers and Administrators in the Wider World
- Chapter 3.2: Exploring Forms of Knowledge and Professionalism in RMA in a Global Context
- Chapter 3.3: Understanding Organisational Structures in RMA – An Overview of Structures and Cases in a Global Context
- Chapter 3.4: Research-related Information Management: Reflections from Southern African Practitioners
- Chapter 3.5: Empirical and Empathetic Approaches Taken by Science, Technology and Innovation Coordinators in Southeast Asia
- Chapter 3.6: The Influence of RMA Associations on Identity and Policymaking Internationally
- Chapter 3.7: Evolution of Professional Identity in Research Management and Administration
- Section 4: Professionalism
- Chapter 4.1: Professionalisation of Research Management and Administration in Southern Africa – A Case Study
- Chapter 4.2: Professionalisation of Research Support in Hungary Through the Lens of the Non-research Specific Requirements of Horizon Europe
- Chapter 4.3: Professional Staff in Support Services in Education and Research – How to Connect Research with Practice
- Chapter 4.4: Professional Associations and Professional Development Frameworks
- Chapter 4.5: RASPerS: Prevalence of Occupational Stress and Associated Factors in RMA Professionals
- Chapter 4.6: A Profession in the Making: Insights from Western Balkan Countries
- Chapter 4.7: Key Perspectives for a Long-term Career – Statistical Analysis of International Data for a New Profession
- Chapter 4.8: Diversity and Internationalisation: A New Core Competence for Research Managers?
- Part 2 - Section 5: Country Specific Chapters
- Chapter 5.1: Introduction to the RMA by Country Chapters
- Africa
- Chapter 5.2: Research Management and Administration in Kenya in a Challenging Research Environment
- Chapter 5.3: The Profession of Research Management and Administration in Nigeria
- Chapter 5.4: The Profession of Research Management and Administration in South Africa
- North America
- Chapter 5.5: The Profession of Research Management and Administration in Canada
- Chapter 5.6: The Profession of Research Management and Administration in the Caribbean Community
- Chapter 5.7: Research Administration in the United States
- South America
- Chapter 5.8: Research Management and Administration in Brazil
- Chapter 5.9: Maturity in the Professionalisation of the Research Managers and Administrators in Colombia
- Asia
- Chapter 5.10: Development of RMA in China
- Chapter 5.11: The Profession of Research Management and Administration in India
- Chapter 5.12: The Profession of Research Management and Administration in Japan
- Chapter 5.13: Development of Research Management in Malaysia
- Chapter 5.14: Research Management and Administration in Pakistan's Context
- Chapter 5.15: Research Management and Administration (RMA) in Singapore: Development of RMA Capability in Nanyang Technological University (NTU)
- Chapter 5.16: Research Management and Administration in Vietnam
- Australasia
- Chapter 5.17: The Emergence of the Research Management Profession in Australia
- Chapter 5.18: The Profession of Research Management and Administration in Aotearoa New Zealand
- Central and Eastern Europe
- Chapter 5.19: The Profession of Research Management and Administration in the Baltic Countries: Estonia, Latvia, and Lithuania
- Chapter 5.20: RMA in Belarus: Not Yet a Full-Fledged Profession But an Important Part of R&D Activities
- Chapter 5.21: Research Management and Administration in Cyprus
- Chapter 5.22: The Profession of Research Management and Administration in Czechia
- Chapter 5.23: Research Management and Administration in Poland
- Chapter 5.24: The Profession of Research Management and Administration in Romania
- Chapter 5.25: Evolution of RMA in Slovenia
- Chapter 5.26: Research Management and Administration in the Western Balkans
- Western Europe
- Chapter 5.27: Areas of Research Management and Administration in Austria
- Chapter 5.28: The Profession of Research Management and Administration in Denmark
- Chapter 5.29: The Profession of Research Management and Administration in Finland
- Chapter 5.30: The Profession of Research Management and Administration in France
- Chapter 5.31: The Profession of Research Management and Administration in Germany
- Chapter 5.32: The Profession of Research Management and Administration in Iceland
- Chapter 5.33: The Profession of Research Management and Administration in Ireland
- Chapter 5.34: The Profession of Research Management and Administration in Italy
- Chapter 5.35: The Profession of Research Management and Administration in the Netherlands
- Chapter 5.36: The Profession of Research Management and Administration in Norway
- Chapter 5.37: The Profession of Research Management and Administration in Portugal
- Chapter 5.38: The Development of the RMA Profession in Catalonia (Spain)
- Chapter 5.39: The Profession of Research Management and Administration in Sweden
- Chapter 5.40: The Profession of Research Management and Administration in the UK
- Middle East
- Chapter 5.41: Research Management and Administration in Qatar
- Chapter 5.42: Research Management and Administration in Saudi Arabia: Transitioning From an Oil to a Knowledge-based Economy
- Chapter 5.43: Research Management and Administration: An Emerging Profession in the UAE
- Chapter 5.44: Reflections on Research Management and Administration in Various Countries Around the World
- Section 6: Reflections
- Chapter 6: Emerging Trends and Insights in Research Management and Administration
- Glossary
- References
- Index