Distributed academic leadership in research organisations in transformation
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Change, Transformation and Distributed Academic Leadership | Distributed Academic Leadership | in Research Organisations in Transformation Ben Kokkeler 21th November 2013 Strategic Change and Organizational Transformation of Higher Education Institutions Leuphana University of Lneburg
Transcript of Distributed academic leadership in research organisations in transformation
Change, Transformation and Distributed Academic Leadership
| Distributed Academic Leadership
| in Research Organisations in Transformation
Ben Kokkeler 21th November 2013
Strategic Change and Organizational Transformationof Higher Education InstitutionsLeuphana University of Luneburg
Outline of the presentation
Expertise profile Research theme and conceptual framework Research approach Analytical models Tentative conclusions
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ProfileBen is senior advisor and expert group leader Open Innovation at the BMC Group in The Netherlands. He has a background in higher education management, innovation studies and international affairs.
Ben studied at the University of Twente, the University of Amsterdam and the Radboud University (Nijmegen) and holds a Master degree in Urban and Regional Planning. In March 2014 he defends his PhD thesis on “Change, transformation and distributed academic leadership in research organisations in transformation” at the University of Twente, supervised by professors Arie Rip and Stefan Kuhlmann (Science, Technology and Policy Studies) and Olaf Fischer (Organisation Studies and Business Ethics).
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Research theme Competing values, duality, Centres of Excellence and Relevance(Quinn & Rohrbauch, Pettigrew, Rip)
Leadership and governance, organisational learning, protected and third spaces, entrepreneurial and ambidextrous leadership practice(Gronn, Spillane,Davies, Rip, Whitchurch, Clark, Birkinshaw)
What is a conceptual framework to study and understand distributed academic leadership in research organisations in transformation?
What are evolving distributed academic leadership arrangements in research organisations in transformation?
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Conceptual model
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Research approach
longitudinal, comparative, multi-case study, focus on patterns in leadership processes (Pettigrew, Fisscher, Gronn, Spillane)
observing participant ship, interviews in retrospect with key-actors at the time, archive research.
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Three case studies
MESA+: Nano science & technologyCTIT: ICTTRC/TI: Telematics
15+ years each, 1990 – 2005 Different sites and pathways of transformation, emerging science (&technology) areas
Based at or linked to the University of Twente
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Analytical models
Diagrams showing “patterns of distributed leadership practices”, projected on four functional domains of leadership and governance, based on Quinn’s ‘competing values’ diagram.Patterns of distributed leadership practice:
conjointentrepreneurial ambidextrous
Distributed leadership arrangementsProtected spaces and third spaces
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Analytical model: diagram distributed leadership functional domains
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Diagram entrepreneurial leadership patterns
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Diagram ambidextrous leadership patterns
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Analytical model: leadership arrangements
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Analytical model: protected spaces
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Analytical model: third spaces
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Tentative conclusions (1)Research organisations in transformation show to be dynamic hot spots of competing values. This particular dynamic results in situational pathways that in turn inform leadership practice of a distributed nature embedded in transformational learning spaces.
Situational pathways of learning spaces stabilise in terms of direction and consistency due to distributed leadership arrangements that comprise conjoint, entrepreneurial and ambidextrous leadership activities.
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Tentative conclusions (2) Transformation pathways show typical, situational characteristics: strategic science, open innovation, mode-2 science.
These pathways have a backbone pattern of leadership practices in common. A first, entrepreneurial leadership phase of experimenting and fragmented protected spaces. A second, ambidextrous, stabilising leadership phase showing a more coherent pattern of protected spaces creating a learning space. A third phase of situational fits, a variety in leadership arrangements and learning spaces.
Tensions between continuous growth and diversification of research organisations in transformation and the university system that they relate to, frustrate new business model development, or, the other way around, show uptakes to ongoing transformation.
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Change, Transformation and Distributed Academic Leadership
| Distributed Academic Leadership
| in Research Organisations in Transformation
Ben Kokkeler 21th November 2013
University of Twente [email protected] Group [email protected]
