The Handbook of Research Management is a unique tool for the newly promoted research leader. Larger-scale projects are becoming more common throughout the social sciences and humanities, housed in centres, institutes and programmes. Talented researchers find themselves faced with new challenges to act as managers and leaders rather than as individual scholars. They are responsible for the careers and professional development of others, and for managing interactions with university administrations and external stakeholders. Although many scientific and technological disciplines have long been organized in this way, few resources have been created to help new leaders understand their roles and responsibilities and to reflect on their practice.

This Handbook has been created by the combined experience of a leading social scientist and a chief executive of a major international research development institution and funder. The editors have recruited a truly global team of contributors to write about the challenges they have encountered in the course of their careers, and to provoke readers to think about how they might respond within their own contexts.

This book will be a standard work of reference for new research leaders, in any discipline or country, looking for help and inspiration. The editorial commentaries extend its potential use in support of training events or workshops where groups of new leaders can come together and explore the issues that are confronting them.

Marketing the Team

NeilRobinson

An ivory tower is a vague image, and those who adopt it may take advantage of the vagueness. (Cyril Connolly, Enemies of Promise, 1938)

Soap – it'll get you clean. (Kermit the Frog, The Muppets Take Manhattan, 1984)

This chapter deals with the role of marketing. That sentence alone may well be sufficient to make you want to skip the next few pages, but I strongly urge you to fight the temptation. A popular school of thought holds that marketing somehow cheapens everything it touches, but in reality its purpose is to add value; and value, of course, is something academics are finding themselves under increasing pressure to demonstrate.

The principal source of this pressure, the impact agenda, has emerged over a number of years ...

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