Brief portrait of science management

It was not until the 1990s and then more vehemently from 2000 onwards that the management of universities and non-university scientific institutions established structures that suggest the term “management”. Growth in size, expansion of offerings, sharpening of profiles, diversification of financial sources, competition and developments towards more university autonomy required strategic action - in contrast to the administration of externally prescribed structural units before.

on the science-business nexus

Science management also offers opportunities to use universities and scientific institutions for regional development and transformation processes if the potential of application-oriented research can be activated for value creation areas.

Compared to “monothematic” orientations (e.g. focusing on individual economic sectors), the orientation towards heterogeneously positioned institutions such as universities can be expected to be more resilient.

By expanding the primary view of the “own” institution, science management can thus include a conditional responsibility for regional development.

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