Signs of Convergence? Images of the University in the Management of R&amp;D

RANDLE, KEITH

doi:10.1080/08109029708632055

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Prometheus

Volume 15, Issue 1

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Signs of Convergence? Images of the University in the Management of R&D

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Author(s): KEITH RANDLE

Publication date (Print): April 1997

Journal: Prometheus

Publisher: Pluto Journals

Keywords: pharmaceuticals, management, research, university, scientists, organisational convergence

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Abstract

This paper examines the adoption of university images in a pharmaceutical R&D company, arguing that this may be intended to bring benefits to management. The author finds some irony in this, identifying tendencies within the UK higher education system to draw on the images and the practices of business and commerce in its own management. Drawing on empirical data from interviews at Pharmco, the paper argues that, in practice, the image cannot be sustained and competition in the pharmaceutical sector is leading to a disparity between the projected image and management practice. Management in both types of organisation, it concludes, are responding to their respective environments by tightening control.

Content

Author and article information

Journal

Journal ID (publisher-id): cpro20

Journal ID (archive): CPRO

Title: Prometheus

Subtitle: Critical Studies in Innovation

Publisher: Pluto Journals

ISSN (Print): 0810-9028

ISSN (Electronic): 1470-1030

Publication date (Print): April 1997

Volume: 15

Issue: 1

Pages: 111-123

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Article

Publisher ID: 8632055 Coden ID: Prometheus, Vol. 15, No. 1, 1997: pp. 111–123

DOI: 10.1080/08109029708632055

SO-VID: 3b7601d6-26ea-456c-86a1-79af54d53b98

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All content is freely available without charge to users or their institutions. Users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles in this journal without asking prior permission of the publisher or the author. Articles published in the journal are distributed under a http://creativecommons.org/licenses/by/4.0/.

History

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Figures: 0, Tables: 0, References: 34, Pages: 13

Notes and References

D. Miller, Managing Professionals in Research and Development (San Francisco, Jossey Bass, 1986); W. Kornhauser, Scientists in Industry: Conflict and Accommodation (Los Angeles, University of California Press, 1962).
Pharmco is a pseudonym.
G. Ritzer, The McDonaldization of Society (Thousand Oaks, California, Pine Forge Press, 1993); M. Parker & D. Jary, ‘Academic Subjectivity and the New Managerialism’ and H. Willmott, ‘Managing the Academics: Commodification and Control in the Development of University Education in the UK’, Papers Presented at the Labour Process Conference, Aston University, 1994.
M. Trow, ‘Managerialism and the Academic Profession’, Paper Presented to the Quality Debate Conference, Open University, 1993; T. Wilson, ‘The Proletarianisation of Academic Labour’, Industrial Relations Journal, 22, 4, 1991, pp. 250–262.
Parker & Jary, op. cit, Ref. 3, p. 2.
D. Green, ‘Drug Groups Fear Falls from the Top’, Financial Times, 26 April 1994; D. Green, ‘Remedies for a Global Sickness’, Financial Times, 4 May 1994; R. Donkin, ‘Managing Creativity Takes Talent’, Financial Times, 18 May 1994.
P. Sadler, ‘Gold Collar Workers: What Makes Them Play at their Best’, Personnel Management, April 1994.
E. Anggard, ‘Knowledge Management in Industry and the Universities’, in: B. Durie (Ed.), Success and Creativity in Pharmaceutical R&D (IBC Technical Services, 1991).
WTA (Working Time Analysts), Flexible Working Hours—Theory and Practice, 1984, p. 65.
Kornhauser, op. cit., Ref. 1.
Wilson, op. cit., Ref. 4.
H. Miller, Academics and their Labour Process’, in: C. Smith, D. Knights & H. Willmott, White Collar Work (London, Macmillan, 1991).
Wilson, op. cit, Ref. 4.
Ibid., p. 251.
Parker & Jary, op. cit., Ref. 3; Ritzer, op. cit., Ref. 3.
‘Mission Impossible’, Times Higher Education Supplement, 6 May 1994.
‘Beyond Compare’, Times Higher Education Supplement, 22 April 1994.
Willmott, op. cit, Ref. 3, p. 11.
K. Harman, ‘Culture and Conflict in Academic Organisation’, Journal of Educational Administration, 27, 3, 1990, pp. 30–54.
‘Unions of Intellect and Spirit’, Times Higher Education Supplement, 3 June 1994.
R. Middlehurst, M. Pope & M. Wray, The Changing Roles of University Leaders and Managers: Implication for Preparation and Development (Surrey, University of Surrey, 1991), pp. 28–34.
Harman, op. cit, Ref. 19.
C. Argyris, Overcoming Organisational Defences: Facilitating Organisational Learning (Needham Heights, MA, Allyn and Bacon, 1990).
S. Cotgrove & S. Box, Science, Industry and Society (London, George Allen & Unwin, 1970).
Miller, op. cit, Ref. 12, p. 114.
Department of Education and Science, Letter to Sir Pat Lowrie and Twenty-Fourth Report of Committee A, DES, London, 1989.
Times Higher Education Supplement, 10 June 1987. See also Miller, op. cit., Ref. 12, p. 121.
Miller, op. cit, Ref. 12.
Parker & Jary, op. cit, Ref. 3, p. 3.
Willmott, op. cit, Ref. 3, p. 11.
K. Randle, ‘Rewarding Failure: Performance Related Pay in Pharmaceutical Research’, Personnel Review, 26, 1, (forthcoming).
K. Randle & N. Brady, ‘Professionalism and Managerialism in the ‘Cinderella’ Sector’, Journal of Vocational Education and Training (forthcoming).
R. Hyman, ‘Strategy or Structure? Capital, Labour and Control’, Work, Employment and Society, 1, 1, 1987, p. 49.
K. Starbuck, ‘Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success’, Journal of Management Studies, 30, 6, 1993; Kornhauser, op. cit, Ref. 1; G. Winch & E. Schneider, ‘Managing the Knowledge-based Organisation: The Case of Architectural Practice’, Journal of Management Studies, 30, 6, 1993.

Comments

Comment on this article

[1] D. Miller, Managing Professionals in Research and Development (San Francisco, Jossey Bass, 1986); W. Kornhauser, Scientists in Industry: Conflict and Accommodation (Los Angeles, University of California Press, 1962).

[2] Pharmco is a pseudonym.

[3] G. Ritzer, The McDonaldization of Society (Thousand Oaks, California, Pine Forge Press, 1993); M. Parker & D. Jary, ‘Academic Subjectivity and the New Managerialism’ and H. Willmott, ‘Managing the Academics: Commodification and Control in the Development of University Education in the UK’, Papers Presented at the Labour Process Conference, Aston University, 1994.

[4] M. Trow, ‘Managerialism and the Academic Profession’, Paper Presented to the Quality Debate Conference, Open University, 1993; T. Wilson, ‘The Proletarianisation of Academic Labour’, Industrial Relations Journal, 22, 4, 1991, pp. 250–262.

[5] Parker & Jary, op. cit, Ref. 3, p. 2.

[6] D. Green, ‘Drug Groups Fear Falls from the Top’, Financial Times, 26 April 1994; D. Green, ‘Remedies for a Global Sickness’, Financial Times, 4 May 1994; R. Donkin, ‘Managing Creativity Takes Talent’, Financial Times, 18 May 1994.

[7] P. Sadler, ‘Gold Collar Workers: What Makes Them Play at their Best’, Personnel Management, April 1994.

[8] E. Anggard, ‘Knowledge Management in Industry and the Universities’, in: B. Durie (Ed.), Success and Creativity in Pharmaceutical R&D (IBC Technical Services, 1991).

[9] WTA (Working Time Analysts), Flexible Working Hours—Theory and Practice, 1984, p. 65.

[10] Kornhauser, op. cit., Ref. 1.

[11] Wilson, op. cit., Ref. 4.

[12] H. Miller, Academics and their Labour Process’, in: C. Smith, D. Knights & H. Willmott, White Collar Work (London, Macmillan, 1991).

[13] Wilson, op. cit, Ref. 4.

[14] Ibid., p. 251.

[15] Parker & Jary, op. cit., Ref. 3; Ritzer, op. cit., Ref. 3.

[16] ‘Mission Impossible’, Times Higher Education Supplement, 6 May 1994.

[17] ‘Beyond Compare’, Times Higher Education Supplement, 22 April 1994.

[18] Willmott, op. cit, Ref. 3, p. 11.

[19] K. Harman, ‘Culture and Conflict in Academic Organisation’, Journal of Educational Administration, 27, 3, 1990, pp. 30–54.

[20] ‘Unions of Intellect and Spirit’, Times Higher Education Supplement, 3 June 1994.

[21] R. Middlehurst, M. Pope & M. Wray, The Changing Roles of University Leaders and Managers: Implication for Preparation and Development (Surrey, University of Surrey, 1991), pp. 28–34.

[22] Harman, op. cit, Ref. 19.

[23] C. Argyris, Overcoming Organisational Defences: Facilitating Organisational Learning (Needham Heights, MA, Allyn and Bacon, 1990).

[24] S. Cotgrove & S. Box, Science, Industry and Society (London, George Allen & Unwin, 1970).

[25] Miller, op. cit, Ref. 12, p. 114.

[26] Department of Education and Science, Letter to Sir Pat Lowrie and Twenty-Fourth Report of Committee A, DES, London, 1989.

[27] Times Higher Education Supplement, 10 June 1987. See also Miller, op. cit., Ref. 12, p. 121.

[28] Miller, op. cit, Ref. 12.

[29] Parker & Jary, op. cit, Ref. 3, p. 3.

[30] Willmott, op. cit, Ref. 3, p. 11.

[31] K. Randle, ‘Rewarding Failure: Performance Related Pay in Pharmaceutical Research’, Personnel Review, 26, 1, (forthcoming).

[32] K. Randle & N. Brady, ‘Professionalism and Managerialism in the ‘Cinderella’ Sector’, Journal of Vocational Education and Training (forthcoming).

[33] R. Hyman, ‘Strategy or Structure? Capital, Labour and Control’, Work, Employment and Society, 1, 1, 1987, p. 49.

[34] K. Starbuck, ‘Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success’, Journal of Management Studies, 30, 6, 1993; Kornhauser, op. cit, Ref. 1; G. Winch & E. Schneider, ‘Managing the Knowledge-based Organisation: The Case of Architectural Practice’, Journal of Management Studies, 30, 6, 1993.