Abstract
As research organisations respond to challenging times, many are calling for voluntary redundancies of a significant scale as a means to save costs to facilitate their survival. For example, income to universities, research institutes and publicly funded research agencies, CRCs, and the industrial sector are suffering from a sharp decline in business research. This is a terrible novelty; but it also lays a kernel of opportunity as it is now a time to reflect and act upon a fresh justification for change. How the sector responds to these external and internal challenges will depend on the individual organisation’s culture and resilience; and its capacity to adapt, reinvent, and innovate. In this paper we provide a deeper understanding of the role that enabling capitals play in establishing a culture which catalyses systemic change (i.e., delivering impact). By unpacking the mechanisms of the CSIRO’s ‘Impact Maturity Model’ we demonstrate that the adoption of a capitals system, as a tool for measuring impact capacity and capability, makes a useful contribution to understanding an organisation’s cultural capacity and its ability to deliver research excellence and impact.
Presenters
Karen CosgroveDirector and Principal Social Scientist, Social Innovations, Western Australia, Australia Thomas Keenan
Director, Tractuum Pty Ltd, Queensland, Australia Anne-Maree Dowd
Executive Manager Performance & Evaluation, Stratregy, CSIRO, Australia, Queensland, Australia
Details
Presentation Type
Theme
KEYWORDS
ORGANISATIONS, RESEARCH IMPACT, INNOVATE, RESILIENCE
