The myth that most if not all senior researchers who have national prominence can ‘successfully’ manage international research is alive and well in the academy today. Many researchers believe that research management and consultancy is acquired through a process of trial and error and demands little contemplation or training. The purpose of this paper is to break these myths and to establish various benchmarks for good research management, particularly on an international level. The guiding assumption of the paper is that as research becomes more global, high‐quality research management is a necessary resource, which demands sensitivity to diversity as well as an awareness of group processes. This means those issues such as language, race, ethnicity, gender, disability and group work should not only inform our research findings but also guide our research practice in international collaborative settings. Throughout this paper, I use a case study of a large EU‐funded project as a way of illustrating key themes.
No takes yet. Share an insight, caveat, or question.
Elizabeth Ettorre (2000) studied this question.