Abstract:
This research studies the impact of Performance Based Research Fund (PBRF) on the research strategies of New Zealand (NZ) universities. The impact of PBRF is assessed through the lens of organisational control. Within this lens, the main focus has been the organisation control strategies implemented by NZ universities to increase their PBRF performance.
As part of the research process, a two-phase data collection method was incorporated. In the first phase of this study, document analysis of a wide range of public documents published by the eight NZ universities and the Tertiary Education Commission (TEC) was conducted. As a result of this process, eight common themes were identified which were later analysed in context to the organisational control literature. The eight themes were classified within three types of control mechanism, which are input, behaviour and output. In the second phase of this study, interviews were conducted to understand the complexities associated with control measures. This was achieved by conducting an in depth study of Victoria University of Wellington (VUW). The data for this phase was collected through interviews.
A total of eight interviews including a pilot interview were conducted across different faculties and schools of VUW. The point to be noted here is that the intention of this research was to conduct interviews in all the eight universities. However, the universities which were contacted either declined or sent no response to the invitations. Those which declined were of the opinion that the interview questions were strategic in nature and the potential responses would jeopardise their competitive advantage.
The findings of this research indicated that all three forms of organisational control were implemented by New Zealand universities to manage research activities which influence their PBRF scores. Input control mechanisms enabled the universities to recruit quality researchers, deliver training and mentoring programmes to improve the research skills of researchers, improve resources for fostering better research and increase postgraduate student enrolments. Behaviour control mechanisms enabled the university to monitor its investments for research in activities such as conference funding and research and study leave initiatives, and monitor the research performance of the researchers and postgraduate students. Output control mechanisms enabled the universities to set expectations of desired output for the researchers. It also helped in motivating and rewarding researchers to get the desired output. The implementation of all three control mechanisms by universities suggested that organisational control plays an important role in the management of research activities in New Zealand universities. The research concluded with recommendations for VUW, the limitations associated with this research and future research options.
