The Experts below are selected from a list of 327 Experts worldwide ranked by ideXlab platform

K Helming - One of the best experts on this subject based on the ideXlab platform.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science–policy interface) remains a major challenge. In any case, a “re-invention of the wheel” process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science-policy interface) remains a major challenge. In any case, a "re-invention of the wheel" process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes. © 2012 Elsevier B.V.

Sabina Jeschke - One of the best experts on this subject based on the ideXlab platform.

  • IEEM - Managing Interdisciplinary Research clusters
    Automation Communication and Cybernetics in Science and Engineering 2015 2016, 2016
    Co-Authors: S. L. Müller, Rene Vossen, Anja Richert, T. Thiele, C. Jooss, I. Isenhardt, Sabina Jeschke
    Abstract:

    The complexity and dynamicity of Interdisciplinary Research clusters requires an efficient management in order to ensure a good performance. Therefore, this paper presents an iterative regulatory process for managing Interdisciplinary Research clusters which has been implemented at the two clusters of excellence at RWTH Aachen University. Thereby, an annual evaluation of the cluster performance through a cluster-specific employee survey forms the basis for the derivation and implementation of different measures. By evaluating the performance again, the loop of organizational learning starts anew. As one example of these measures, the colloquia of employees are described in further details because the adaptation and optimization of concepts illustrate the effects of the continuous improvement. Furthermore, the general performance development of the cluster was analyzed to show the comprehensive effects of the regulatory process.

  • Managing Interdisciplinary Research clusters
    2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), 2015
    Co-Authors: S. L. Müller, Rene Vossen, Anja Richert, T. Thiele, C. Jooss, I. Isenhardt, Sabina Jeschke
    Abstract:

    The complexity and dynamicity of Interdisciplinary Research clusters requires an efficient management in order to ensure a good performance. Therefore, this paper presents an iterative regulatory process for managing Interdisciplinary Research clusters which has been implemented at the two clusters of excellence at RWTH Aachen University. Thereby, an annual evaluation of the cluster performance through a cluster-specific employee survey forms the basis for the derivation and implementation of different measures. By evaluating the performance again, the loop of organizational learning starts anew. As one example of these measures, the colloquia of employees are described in further details because the adaptation and optimization of concepts illustrate the effects of the continuous improvement. Furthermore, the general performance development of the cluster was analyzed to show the comprehensive effects of the regulatory process.

  • knowledge engineering in Interdisciplinary Research clusters
    Industrial Engineering and Engineering Management, 2012
    Co-Authors: Claudia Joos, Rene Vossen, Ingo Leisten, Anja Richert, Sabina Jeschke
    Abstract:

    This paper proposes an innovative knowledge engineering approach for Interdisciplinary Research clusters. In science, different competences, knowledge, scientific experience and cultures converge. To cope with this challenge it is necessary to combine several dimensions of human, organization and technology within a holistic knowledge engineering approach. Cooperation structures have to be adapted accordingly. The authors present prototypes of an application oriented Research to promote Interdisciplinary knowledge production.

Bettina König - One of the best experts on this subject based on the ideXlab platform.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science–policy interface) remains a major challenge. In any case, a “re-invention of the wheel” process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science-policy interface) remains a major challenge. In any case, a "re-invention of the wheel" process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes. © 2012 Elsevier B.V.

Katharina Diehl - One of the best experts on this subject based on the ideXlab platform.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science–policy interface) remains a major challenge. In any case, a “re-invention of the wheel” process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science-policy interface) remains a major challenge. In any case, a "re-invention of the wheel" process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes. © 2012 Elsevier B.V.

Karen Tscherning - One of the best experts on this subject based on the ideXlab platform.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science–policy interface) remains a major challenge. In any case, a “re-invention of the wheel” process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes.

  • A framework for structuring Interdisciplinary Research management
    Research Policy, 2013
    Co-Authors: Bettina König, Karen Tscherning, Katharina Diehl, K Helming
    Abstract:

    With project-based Research becoming a major form of Research organisation, coordination and management has become an important task in Interdisciplinary Research collaborations and a key determinant of their success. Yet little theory-based information is available regarding the decisive determinants of project management success and the functions it needs to fulfil. Based on the assumption that such projects are temporary organisations, we have adapted the Competing Values Framework (Quinn, 1988; Quinn and Rohrbaugh, 1983), taken from the literature on organisation management, making it usable for project managers in Interdisciplinary Research projects. Via a case study from a European Integrated Project, we have developed four essential management fields, relating them to the existing literature on management of inter- and transdisciplinary Research projects. Our resulting Interdisciplinary Research Management Framework makes coordinator functions explicit and plausible, while also being generic, in that specific coordination duties can be attributed to functions relatively independent of project topic. The framework can facilitate the structured planning, conducting and evaluating of management activities for large Interdisciplinary projects. It can be a practical tool for project leaders and scientific administrators, but may also help to facilitate further academic discussion on Interdisciplinary Research management. The production of results dependent on information transfers between project consortia and target arenas (e.g. the science-policy interface) remains a major challenge. In any case, a "re-invention of the wheel" process, in the sense of personal and project-specific learning, still seems to be somewhat necessary for organising context-specific, temporary Interdisciplinary Research programmes. © 2012 Elsevier B.V.