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New organizations, old cultures: strategy and implementation of interdisciplinary programs

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  • Irwin Feller

Abstract

Managing the academic research enterprise to achieve enhanced quality and national research competitiveness entails far more than the conventional components of strategic planning. A brief account of findings relating to interdisciplinarity, a more formal statement about cultural barriers to implementation and a commentary on the role of leadership within the university and conclusions follow. Copyright , Beech Tree Publishing.

Suggested Citation

  • Irwin Feller, 2002. "New organizations, old cultures: strategy and implementation of interdisciplinary programs," Research Evaluation, Oxford University Press, vol. 11(2), pages 109-116, August.
    • Handle: RePEc:oup:rseval:v:11:y:2002:i:2:p:109-116
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    File URL: http://hdl.handle.net/10.3152/147154402781776862
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    Cited by:

    1. Sondra N. Barringer & Erin Leahey & Karina Salazar, 2020. "What Catalyzes Research Universities to Commit to Interdisciplinary Research?," Research in Higher Education, Springer;Association for Institutional Research, vol. 61(6), pages 679-705, September.
    2. Paul Bolger, 2021. "A study of faculty perceptions and engagement with interdisciplinary research in university sustainability institutes," Journal of Environmental Studies and Sciences, Springer;Association of Environmental Studies and Sciences, vol. 11(1), pages 115-129, March.
    3. Marco Seeber & Jef Vlegels & Mattia Cattaneo, 2022. "Conditions that do or do not disadvantage interdisciplinary research proposals in project evaluation," Journal of the Association for Information Science & Technology, Association for Information Science & Technology, vol. 73(8), pages 1106-1126, August.

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