KK-stiftelsens profilsatsning

KK-stiftelsens profilsatsning
All three research profiles have been actively involved in strengthening their
environments. The mid-term evaluation functioned as an important push to
integrate different projects and labs, clarifying the profile’s identity, and to
diversify the financing portfolio to make the economic situation less
vulnerable. In general, the profiles have succeeded in obtaining financial
support from a wide circle of financiers.
It appears that the main risk is that the research environments do not take,
or are not able to take, the final step towards world-class research. They are
all ‘close to the top’, but since it is sub-areas or separate researchers who
have gained international status, not the environment as a whole, scientific
excellence is still to be achieved.
1.2 Meta evaluation
In addition to the final evaluations mentioned above, FBA has also been
commissioned to perform a so-called meta evaluation. The purpose of this is
to bring together the evaluation results from each profile and identify
possible generic learning. The learning may be used to formulate more
efficient strategies for developing sustainable and competitive research
environments.
FBA has translated the Knowledge Foundation’s criteria into a couple of
evaluation models that, taken together, provide the opportunity to learn
about strong research environments, in terms of results and methods of
working. The meta evaluation discusses the two aspects in terms of ‘dual
excellence’ and ‘proactive ability’. The following bullet points summarise
our findings.
1.2.1 Findings
Achievements
• The research environments ‘produce’ two kinds of benefits that
influence each other alternately. The benefits form intertwined
relationships between academia and industry, contributing to the
environment’s strength and sustainability.
• The better the players’ prerequisites, expectations and logics are
allowed to join, the greater the extent of intertwined relationships. And
thus a better potential for (positive) dependence between the players.
Such a dynamic environment increases the attractiveness to financiers
and potential recruits.
• The research environment itself should be regarded as the result, not
individual projects or deliveries as PhDs, publications or patents. It will
focus on relationships and skills and the development of trust and
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