{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:06:46Z","timestamp":1754158006400,"version":"3.41.2"},"reference-count":60,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2013,5,17]],"date-time":"2013-05-17T00:00:00Z","timestamp":1368748800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2013,5,17]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The purpose of this paper is to provide insight into how research managers and directors conceive, adopt and adapt organizational structures to regulate and stimulate academic research.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>The study used principles of a grounded theory approach for collecting and analysing data in interviews with research directors and programme managers working at universities within the discipline of Business Administration in The Netherlands.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>In total, four clusters of concepts emerged from the data, related to: the definition of organization structures; the effects and by\u2010products of providing structures; academic research as management object; and using organizational structures. The collected clusters show that research universities adopt all kinds of organization structures (formal, informal, narrow, broad, intentional, emergent) and that the perceptions and practices of research managers are crucial for deciding whether these structures may become \u201cseeding\u201d or \u201ccontrolling\u201d.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The \u201cpractice turn\u201d in organization studies has highlighted how important work practices of individual knowledge workers are, but so far has not paid systematic attention to the role of management, or has even downplayed that role. Structuration, which is a key management domain, is not inherently \u201cgood\u201d or \u201cbad\u201d (seeding vs controlling), nor is avoiding structuration. Research managers as quintessential knowledge managers appear centre stage in making structures work or not. What makes structures \u201cseeding\u201d (or not) is their selection, combination, adjustment and\/or intentional ignoration in practices of management knowing. An important mechanism is that of negotiation in attempts to accommodate possibly divergent interpretations. The concept of management knowing introduced and elaborated claims that management knowledge and practices are intertwined and not independent management knowledge categories.<\/jats:p><\/jats:sec>","DOI":"10.1108\/09534811311328605","type":"journal-article","created":{"date-parts":[[2013,5,15]],"date-time":"2013-05-15T12:14:48Z","timestamp":1368620088000},"page":"611-628","source":"Crossref","is-referenced-by-count":7,"title":["Practices of management knowing in university research management"],"prefix":"10.1108","volume":"26","author":[{"given":"Paul H.J.","family":"Hendriks","sequence":"first","affiliation":[]},{"given":"C\u00e9lio A.A.","family":"Sousa","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022012720095149900_b1","doi-asserted-by":"crossref","unstructured":"Abrahamson, E. and Eisenman, M. 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