Managing Strategic Research: An empirical analysis of science-industry collaboration in a pharmaceutical company

Vedel, Jane Bjø n Doc o al Thesis Managing S a egic Resea ch: An empi ical analysis o science-indus y collabo a ion in a pha maceu ical company PhD Se ies, No. 4.2014 P o ided in Coope a ion wi h: Copenhagen Business School (CBS) Sugges ed Ci a ion: Vedel, Jane Bjø n (2014) : Managing S a egic Resea ch: An empi ical analysis o science-indus y collabo a ion in a pha maceu ical company, PhD Se ies, No. 4.2014, ISBN 9788793155091, Copenhagen Business School (CBS), F ede iksbe g, h ps://hdl.handle.ne /10398/8881 This Ve sion is a ailable a : h ps://hdl.handle.ne /10419/208882 S anda d-Nu zungsbedingungen: Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen Zwecken und zum P i a geb auch gespeiche und kopie we den. Sie dü en die Dokumen e nich ü ö en liche ode komme zielle Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich machen, e eiben ode ande wei ig nu zen. 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I he documen s ha e been made a ailable unde an Open Con en Licence (especially C ea i e Commons Licences), you may exe cise u he usage igh s as speci ied in he indica ed licence. h ps://c ea i ecommons.o g/licenses/by-nc-nd/3.0/ Jane Bjø n Vedel PhD Se ies 04.2014 PhD Se ies 04.2014 Managing S a egic Resea ch copenhagen business school handelshøjskolen solbje g plads 3 dk-2000 ede iksbe g danma k www.cbs.dk ISSN 0906-6934 P in ISBN: 978-87-93155-08-4 Online ISBN: 978-87-93155-09-1 Doc o al School o O ganisa ion and Managemen S udies Managing S a egic Resea ch An empi ical analysis o science-indus y collabo a ion in a pha maceu ical company Managing S a egic Resea ch An empi ical analysis o science-indus y collabo a ion in a pha maceu ical company Jane Bjø n Vedel Supe iso : P o esso Alan I win (Copenhagen Business School) Doc o al School o O ganisa ion and Managemen S udies Copenhagen Business School Jane Bjø n Vedel Managing S a egic Resea ch An empi ical analysis o science-indus y collabo a ion in a pha maceu ical company 1s edi ion 2014 PhD Se ies 04.2014 © The Au ho ISSN 0906-6934 P in ISBN: 978-87-93155-08-4 Online ISBN: 978-87-93155-09-1 The Doc o al School o O ganisa ion and Managemen S udies (OMS) is an in e disciplina y esea ch en i onmen a Copenhagen Business School o PhD s uden s wo king on heo e ical and empi ical hemes ela ed o he o ganisa ion and managemen o p i a e, public and olun a y o ganiza ions. All igh s ese ed. No pa s o his book may be ep oduced o ansmi ed in any o m o by any means, elec onic o mechanical, including pho ocopying, eco ding, o by any in o ma ion s o age o e ie al sys em, wi hou pe mission in w i ing om he publishe . 1 Table o con en s 1. Summa y .............................................................................................................. 7 2. Dansk esumé .................................................................................................. 11 3. Acknowledgemen s ........................................................................................ 16 4. P e ace ................................................................................................................ 20 5. In oduc ion o he hesis ............................................................................ 26 Resea ch ques ions ......................................................................................................... 29 The s uc u e o he hesis ........................................................................................... 29 6. In oduc ion o Lundbeck ............................................................................ 32 The sense o esea ch in Lundbeck .......................................................................... 38 Conclusion ........................................................................................................................... 44 7. Me hodology ..................................................................................................... 46 An Indus ial PhD se -up .............................................................................................. 46 Fieldwo k in Lundbeck .................................................................................................. 47 F om ex e nal collabo a ion o s a egic esea ch ............................................ 48 Following he ac o ......................................................................................................... 51 Pa icipan obse a ion ................................................................................................. 52 E hno-epis emic assemblages .................................................................................... 53 Cons uc ing s a egic esea ch in Lundbeck as a doable p oblem ........... 56 A icula ion wo k and access o mee ings ............................................................ 58 A icula ion wo k and he na u e o my esea ch.............................................. 60 Disconce men ................................................................................................................. 62 Conclusion ........................................................................................................................... 65 8. S a egic esea ch in Denma k .................................................................. 67 2 S a egic esea ch and ee esea ch ....................................................................... 70 Rele ance and s a egic quali y ................................................................................. 75 Linea models o esea ch ............................................................................................ 77 S a egic esea ch as Pas eu ’s quad an .............................................................. 80 The ole o esea ch managemen in Danish policy .......................................... 83 Conclusion ........................................................................................................................... 86 9. Concep ual amewo k ................................................................................. 88 B idging gaps and b eaking ba ie s ....................................................................... 88 Finding he igh pa ne s and means o in e ac ion ....................................... 93 Pas eu scien is s and Mode 2 ac i i ies ................................................................ 96 A s able image o in e ac ion ................................................................................... 101 The dynamics o in e ac ion: The T iple Helix ................................................. 102 Science and socie y in pa ne ship ........................................................................ 108 Asymme ical desc ip ions o science and socie y ......................................... 110 F om in e ac ion o co-p oduc ion ........................................................................ 114 A co-p oduc ion amewo k ..................................................................................... 115 Bounda y objec s ...................................................................................................... 117 Doable p oblems ....................................................................................................... 119 T ading zones ............................................................................................................. 121 Cons uc ing alignmen and misaligned co-p oduc ion ............................... 123 In oducing sc eens ..................................................................................................... 125 Sc eens in STS ................................................................................................................. 127 Sc eens as eme gen ela ions and mul iple jus i ica ions ......................... 129 The mul iple sc eens o collabo a ion .................................................................. 131 P ojec ing sc eens .................................................................................................... 133 Ca ego izing sc eens................................................................................................ 135 Occluding sc eens ..................................................................................................... 136 3 Conclusion ......................................................................................................................... 139 10. Managing eme gen ela ions ................................................................. 141 Becoming in e es ed in science-indus y collabo a ion ............................... 142 The neu ocell collabo a ion ...................................................................................... 145 The ans e documen ................................................................................................ 149 The double paymen ..................................................................................................... 155 S a egic-explo a i e esea ch ................................................................................. 159 Collabo a ion as “many di e en en ances” ..................................................... 163 Managing esea ch h ough con ac s .................................................................. 165 Dissol ing sc eens ......................................................................................................... 166 Sc eens and doable p oblems ................................................................................... 168 Conclusion ......................................................................................................................... 173 11. The i s encoun e ..................................................................................... 174 Recu en ecalling o disconce ing e en s ...................................................... 175 The Mayo collabo a ion............................................................................................... 179 Eme gen ideas o collabo a ion ............................................................................. 182 A science/indus y sc een.......................................................................................... 185 Changing he sc een ...................................................................................................... 187 Managing sc eens be ween he managemen and scien is s ...................... 190 “Knowing enough” ......................................................................................................... 194 Mayo Clinic sc eens: Science/indus y ................................................................. 197 Mayo Clinic sc eens: Science/business ................................................................ 201 Conclusion ......................................................................................................................... 203 12. Making sc eens o u u e esea ch ...................................................... 205 In oducing Synapse ..................................................................................................... 206 P oduc concep s ............................................................................................................ 209 T anspa ency and ‘gu eeling’ ................................................................................. 215 4 A esea ch/clinic sc een ............................................................................................ 220 The eme gence o new bounda ies ....................................................................... 226 Synapse and ex e nal collabo a ion ...................................................................... 229 A sub le emphasis on biology .................................................................................. 230 Implica ions o esea ch manage s ..................................................................... 232 Synapse and misaligned co-p oduc ion............................................................... 234 Conclusion ........................................................................................................................ 237 13. The p ojec leade o he u u e .............................................................. 238 Op imize Ex e nal Resea ch Collabo a ion ........................................................ 239 P ojec leade compe encies .................................................................................... 245 The mul i- ace ed esea ch manage .................................................................... 249 The goal coo dina ion mee ing ............................................................................... 252 The cul u e o esea ch ............................................................................................... 253 “The spide in he web” .............................................................................................. 260 Poin 5.2 ............................................................................................................................ 265 The beha io wo k g oup .......................................................................................... 267 Synap ic ou comes ........................................................................................................ 273 Conclusion ........................................................................................................................ 276 14. Conclusion ...................................................................................................... 278 Main indings................................................................................................................... 278 S a egic esea ch as an s a egic-explo a i e ac i i y ............................. 279 Science-indus y collabo a ion as misaligned co-p oduc ion ............... 279 Resea ch managemen as managing eme gen ela ions ........................ 280 Adap i e amewo ks .................................................................................................. 281 Sc eens ............................................................................................................................... 282 S eng hs and weaknesses o he no ion o sc eens .................................. 285 Disconce men .............................................................................................................. 286 5 Implica ions o u u e academic wo k ................................................................ 289 Implica ions o p ac i ione s................................................................................... 290 Implica ions o esea ch manage s .................................................................. 290 Implica ions o policy make s ............................................................................ 292 Final e lec ions .............................................................................................................. 294 15. Appendix A: Vedel e al. 2013 .................................................................. 296 16. Appendix B: Lis o ac onyms .................................................................. 298 17. Appendix C: Lis o illus a ions .............................................................. 300 18. Appendix D: Lis o key people/pseudonyms .................................... 301 19. Re e ences ...................................................................................................... 303 12 uni e si e e og i ksomhede således som o sepa a e domæne , de skal ‘alignes’, o a kunne sama bejde. I o hold il denne analyse amme ilbyde o sknings el e Science and Technology S udies (STS) en æsen lig anden ilgang. I ø s e omgang e p æmissen o mange STS ilgange, a ænomene som uni e si e s-indus i sama bejde bø o s ås som ‘co-p oduced’ (Jasano 2004). Co-p oduc ion e også den analy iske p æmis o he æ ende s udie. Base e på beg ebe såsom ‘ ading zones’ (Galison 1997), ‘doable p oblems’ (Fujimu a 1987, 1996) og ‘bounda y objec s’ (S a og G ieseme 1989), som alle illus e e ‘co-p oduc ion’, ud ikle a handlingen e beg ebsappa a , som i sæ lig g ad okuse e på en unde søgelse a beg ebe ‘sc eens’. Sc eens o eslås som e beg ebsappa a , de e egne il a unde søge s a egiske o me o co- p oduc ion, som ikke e base e på adskil e domæne , de skal sammenkny es. Ved a analyse e co-p oduc ion som p ocesse de både bygge på og gene e e o skellige slags sc eens, ilbyde a handlingen ny indsig i dynamikken i uni e si e s-indus i sama bejde. De empi iske okus i a handlingen e den danske medicinal i ksomhed Lundbeck, som e specialise e i a ud ikle og p oduce e lægemidle il behandling a neu ologiske sygdomme. Base e på in e ene ende del agende obse a ion unde søge a handlingen, h o dan o skningslede e i Lundbeck i de sene e å ha ud ikle nye o skningss a egie og ilgange il o skning. I lighed med and e medicinal i ksomhede ha Lundbeck æ e unde s o p es som ølge a s uk u elle og ma kedsmæssige ænd inge i medicinalindus ien. De e il ods ha Lundbeck ud ikle nye o skningss a egie base e på en ela i åben og isikobe one ilgang. Denne ilgang ha bl.a. med ø in ensi e e sama bejde med eks e ne akademiske o skningsg uppe med de o mål a base e ud iklingen a nye lægemidle på me e g undlæggende iden om biologiske mekanisme . Denne kon eks a isiko og usikke hed udgø en god case 13 o a s ude e idee om s a egisk o skning, uni e si e s-indus i sama bejde og o skningsledelse. A handlingen nå em il e o e o dnede konklusione : Fo de ø s e e s a egisk o skning i Lundbeck ikke e e spø gselsd e e men sna e e ‘s a egisk-ud o skende’. Fo skningen sk ide em i en ganske ekspe imen el og åben p oces em o a ud ikle sig lineæ , kon olle e og o udsigelig . Fo de ande ud ikle uni e si e s-indus i sama bejde sig ikke kun på bagg und a p ocesse , som skabe o bindelse mellem basal se o skellige domæne elle kul u e . De ud ikle sig også som ølge a de som i a handlingen ka ak e ise es som ‘misaligned co-p oduc ion’, h o eksplici e ing a o skelle e en del a sama bejde s dynamik. Sådanne misaligned co-p oduc ions inde s ed både i eks e ne sama bejde og in e n i i ksomheden. I Lundbeck inde i eksempel is cases, h o indus ielle og akademiske ak i i e e e ulds ændig sammen il ede. A e able e uni e si e s-indus i sama bejde k æ e således ikke nød endig is en sammenkobling a o skellige kul u e men sna e e en løbende og gensidig p æcise ing a de ig ige o skelle, de også d i e sama bejde . Fo de edje d eje ledelse a s a egisk o skning sig ikke p imæ om ‘b obygning’ mellem s abile domæne men om a hånd e e ela ione , de ud ikle sig unde o ande lige be ingelse . De be yde ikke, a ledelse ske uden s uk u elle s a egie men sna e e, a de ledes med en o en ning om o and ing. Beg ebe ‘adap i e amewo ks’ (Vedel e al. 2013) o eslå en ilgang, som o søge a ind ange de p ak iske aspek e a ledelse a s a egisk o skning. A handlingen ha implika ione o o skningspoli ik, akademisk o skning og p ak isk o skningsledelse. Til o skel a de nu æ ende o skningspoli iske okus på e e spø gselsd e e inno a ion ise denne a handling, a sel in e n i i ksomhede ud ikle e e spø gsel sig o e i ud o skende p ocesse . E e spø gsel ud ikle sig o e på bagg und a emmelig løse idee som både ha 14 e po en iale og en indbygge o en ning om muligheden o o and ing. Som ølge he a o eslå a handlingen, a de noge igide ka ego ise inge a o skning, som i øjeblikke lo e e i dansk o skningspoli ik, ikke e ils ækkelig nuance ede il a ind ange, h ad de ak isk e kende egnende ed s a egisk o skning, som de ud olde sig i p aksis i i ksomhede . De med håbe a handlingen a s imule e deba om o skningspoli iske idee om s a egisk o skning, inno a ion og i ksomhede . Fo a øde ind i en o skningspoli isk diskussion base e på en ‘b ugba STS’ ilgang (Webs e 2007) indike e a handlingen end ide e beho e o me e o skning i o længelse a de e ho edkonklusione . P esse ende spø gsmål inklude e bland ande : H ad d eje s a egisk-ud o skende o skning sig om h is i se på le e cases i o skellige i ksomhede og indus ie ? H ad e de b ede e implika ione a a ænke sama bejde som misaligned co-p oduc ion? H ad k æ e de a lede o skning ed hjælp a adap i e amewo ks både i o skningspoli ik og i indus i? A handlingen e s uk u e e i o dele. Den ø s e del in oduce e den empi iske case og beg ebsappa a e . Den anden del indeholde i e empi iske kapi le . H e a disse kapi le ud o ske e eksempel på uni e si e s-indus i sama bejde. De ø s e o kapi le unde søge sama bejde mellem Lundbeck og eks e ne akademiske o skningsg uppe . Base e på disse kapi le o eslå a handlingen, a eks e n sama bejde å s a egisk æ di i Lundbeck ed a æ e ud o skende sna e e end ed a løse p æcis de ine ede p obleme . Disse o kapi le ise også, a sama bejde sk ide em i en k ingle p oces, de både skabe lighede og o skelle mellem o skning og indus i. De sids e o kapi le unde søge o sknings-indus i sama bejde in e n i Lundbeck. Kapi le ne unde søge speci ik , h o dan s a egisk o skning ikke kun ud ikle sig på bagg und a eks e ne sama bejde men også som e esul a a s y ke sama bejde mellem 15 o skellige dele a Lundbeck. Inden o Lundbeck inde i således også eksemple på misaligned co-p oduc ion, h ilke a e ud o d e ideen om a se uni e si e s- indus i sama bejde udelukkende som ‘b obygning’ mellem domæne . I konklusionen opsamles ho edkonklusione sam a handlingens implika ione o ide e o skning og p ak ike e. 16 3. ACKNOWLEDGEMENTS This p ojec has aken place om 2008 o 2013 and i has in ol ed se e al ins i u ions and people. I ha e, he e o e, many people o hank. I would like o hank Pe e Høngaa d Ande sen o aking on his p ojec and o in i ing me in o Lundbeck. Based on ou i s mee ing in Augus 2008, Pe e decided o engage uncomp omisingly in he p ojec and o make i pa o his e lec ions on new s a egies and app oaches o esea ch in Lundbeck. F om beginning o end, Pe e has se up a o able condi ions o he p ojec and made i easy o me o ge access o da a and people. He has aken a s ong in e es in my esea ch p ocess and gi en me aluable ad ice. I ha e ound ou con inuous discussions abou he na u e o esea ch, managemen and collabo a ion ex emely s imula ing and ewa ding. Ou con e sa ions ha e always le me wi h new pe spec i es on esea ch and I ha e enjoyed he expe ience o seeing my ideas ci cula e in he de elopmen o new s a egies. I also wan o wa mly hank my academic supe iso , Alan I win. Alan has been a g ea supe iso o his p ojec , while also being he Dean o Resea ch a Copenhagen Business School. F om he beginning, Alan encou aged me o be open and o welcome su p ises, bo h wi h ega d o wha my indus ial PhD se -up migh p o ide in e ms o oppo uni ies and challenges, and o wha he empi ical ma e ial would p esen . Resis ing he impulse o make quick decisions, Alan suppo ed me in hinking lexibly abou he ma e ial wi hou d owning i in p e- concei ed heo y. Alan has played a key ole in his p ojec and been an excellen help in pulling oge he he di e se pa s o he p ojec s, in e ms o bo h i s p ac ical use and concep ual con ibu ions. 17 I wan o hank bo h Pe e and Alan o hei collabo a ion on ou join pape “Ex e nalizing esea ch h ough adap i e amewo ks”, published in Na u e Re iews D ug Disco e y (Vedel e al. 2013, see Appendix A). I see his pape as an impo an esul o ou collabo a ion: no only in e ms o publishing oge he , bu also in e ms o he expe ience o de eloping hese ideas collec i ely. I ook place in li ely, highly engaged discussions abou esea ch managemen in p ac ice and wha ma e s o his subjec . O he people ha e played impo an oles a di e en s ages o he p ojec . Thanks o Maja Ho s o ea ly discussions and o encou aging me o de elop hese ideas in o a PhD p ojec . Also hanks o Randi Ma kussen, my co-supe iso . Randi played an impo an ole in se ing up he PhD p ojec and in helping me see how s udies in Lundbeck migh link o my p ac ical expe ience wi h esea ch policy and managemen . I hank Randi o e y inspi ing discussions and o always poin ing o impo an and, o me, new pe spec i es. A special hanks o Caspe B uun Jensen, bo h o his con inuous suppo and inspi ing con e sa ions o e he yea s, and o de ailed commen s on a ious d a s o he hesis. Thanks also o Signe Vikkelsø o p o iding aluable inpu s o he concep ual and me hodological amewo k o he hesis. Thanks o Ch is ophe Gad, my co-au ho o he pape “A Public T ial de No o. Re hinking Indus ial In e es ” (Vedel e al. 2011), o an ene ge ic and un collabo a ion based on a sha ed cu iosi y o he no ion o ‘indus ial in e es ’. A g oup o people helped me de elop he no ion o sc eens. The second empi ical chap e is a u he de elopmen o he pape “A i s encoun e . F aming esea ch collabo a ion wi h sc eens,” published in a special issue on sc eens in STS Encoun e s (Vedel 2011). Thanks o Anna Tsing o discussing he empi ical case wi h me o e a h ee-day s ay a Kli gå den in Skagen. Also hanks o B i Ross Win he eik o aluable inpu s on he no ion sc eens. I hank he anonymous 18 e iewe s o he pape o highly use ul commen s. Finally, hanks o Helen Ve an o discussion and co espondence abou he no ion o sc eens. A imes his PhD has posed challenges in e ms o keeping hings oge he while mo ing be ween ins i u ions and wo k places. I wan o hank Thomas Basbøll o p o iding me wi h e ec i e ools o planning and s uc u ing academic w i ing. A special hanks o Tina Wilk o encou aging and aluable inpu s on how o handle my di e en , and some imes con adic o y, ambi ions as esea che and p ac i ione . I am deeply indeb ed o people a Lundbeck o aking a s ong in e es in his p ojec . Especially, I hank Ma ianne D ags ed who made li e a Lundbeck e y pleasan . Wi h excep ional skill, Ma ianne sol ed e e y p oblem ha we encoun e ed on he way. Thanks also o Kim Ande sen, Benny Bang-Ande sen, Ann-Louise Be gs öm, Tina Bo , Lise Tø up B ennum, Klaus Bøgesø, Ma hew Cascio, Michael Did iksen, Jan Egebje g, Ka ina Fog, Ib Ves e gaa d Klewe, S ine Ho e Ma sling, Helle No he ed, Jan Tho lei Pede sen, Lise Abildgaa d Rybe g, Helle Sickmann, Klaus Bæk Simonsen, Tina B yan S ensbøl, and S e in Zo n o inspi ing discussions, li ely lunch con e sa ion, o eamwo k and o in i ing me in o managemen g oup discussions. I also wan o hank my colleagues a Copenhagen Business School, Depa men o O ganiza ion, o c ea ing in o mal and s imula ing wo k condi ions. A special hanks o my o ice colleagues Amalie Hauge-Helges ad, Didde Ma ia Humle, Me e B ehm Johansen and Ma ie Hen ie e Madsen o c ea ing a highly a en i e and encou aging o ice a mosphe e. Also since ely hanks o Ka en Boll, Shannon Hessel, Ma ie Ma hiesen, Elisabe h Naima Mikkelsen, T ine Pallesen and Soley Rasmussen who ha e all p o ided aluable inpu s o he hesis and he p ocess o w i ing i . Ou side Copenhagen Business School, I wan o hank Mo en And easen, Mia T olle Bo up and Lo e Jansen o always hough ul and high- 19 spi i ed discussions abou he opic o esea ch managemen ha we ha e common in e es in. I wan o hank a g oup o old iends whose con inuous suppo and encou agemen o e he yea s has been in aluable o me. Thanks o Ma lene Be n h Johansen, Johanne Luise Boesdal, Line Bjø g Jensen, K is ian Knak Nygaa d, and Milena To qua i. My in e es in esea che s, hei passions and s uggles, de eloped in my childhood home hanks o my pa en s, Kaj Vedel and E a Bjø n Vedel, who a e bo h scien is s. Owing o hem, I de eloped a s ong in e es o science and a cu iosi y owa ds he social aspec s o science. I hank bo h o hei ca ing and hough ul encou agemen . In pa icula , I wan o hank my mo he , who has been a esea ch manage o many yea s, o in oducing me o he challenges and joys o managing esea ch, collabo a ing ac oss ields and making esea ch ele an in a b oade socie al con ex . Finally, i almos goes wi hou saying ha making his hesis would ha e been impossible wi hou he lo e and suppo o my husband, Simon Kiile ich Vedel, and my lo ely child en, Si i and Eske. 20 4. PREFACE This hesis explo es ‘s a egic esea ch’ in a Danish pha maceu ical company. Since his opic migh ob iously be assumed o conce n public policy discussions ela ed o s a egic esea ch o indus ial s a egies ela ed o he cu en c isis in he pha maceu ical indus y, i is pe haps wo hwhile o say a li le abou wha he hesis is no . This hesis is no p ima ily conce ned wi h policy, al hough i gi es insigh s in o his a ea. Ce ainly, he no ion o s a egic esea ch gi es s ong conno a ions o public policy and, in ac , we a ely hea abou s a egic esea ch ou side he wo ld o policy. In policy, howe e , s a egic esea ch has in ecen yea s played a p ominen ole. We can see his in bo h Danish and Eu opean esea ch s a egies in which s a egic esea ch is seen as impo an o s imula ing g ow h and job c ea ion.1 Today, Danish and Eu opean policy make s a e deeply in ol ed in de ining s a egic esea ch and o ganizing i in he mos op imal ways. I would be highly ele an o s udy hese cu en policy in e es s in s a egic esea ch om wi hin policy ins i u ions bu his is no he main ocus o his hesis. Likewise, his hesis is no mainly abou he pha maceu ical indus y, al hough i gi es impo an insigh s in o he s a egies and change p ocesses in one company. The empi ical con ex o a pha maceu ical company gi es conno a ions o he pha maceu ical indus y in gene al. In ecen yea s, he pha maceu ical indus y has been unde signi ican p essu e and consequen ly new esea ch and business models ha e eme ged.2 I would he e o e be highly ele an o explo e wha 1 See he Danish “Inno a ion S a egy” (Rege ingen 2012) and he Eu opean esea ch amewo k p og am “Ho izon 2020”. 2 See Vedel e al. 2013 o u he discussion. Also, see Munos 2009. 21 cha ac e ize hese new models and in es iga e hei implica ions o he pha maceu ical indus y as such bu his has no been he p ima y conce n o his hesis. The s a ing poin o he hesis is a he he phenomenon ha in hese yea s, policy make s and indus ial esea ch manage s sha e in e es s in explo ing he po en ial o science-indus y collabo a ion, in policy o en e e ed o as uni e si y-indus y collabo a ion. In a Danish esea ch policy con ex , policymake s see uni e si y-indus y collabo a ion almos as iden ical o s a egic esea ch. Among pha maceu ical companies, esea ch manage s ha e seen collabo a ion wi h ex e nal academic g oups as an impo an ool o de eloping new insigh s and o e coming he c isis. Bu , al hough we migh iden i y sha ed in e es s in science-indus y collabo a ion, public policymake s and indus ial esea ch manage s ha e qui e unlike app oaches o science-indus y collabo a ion. Based on a cu iosi y conce ning hese dissimila i ies, he hesis in es iga es he ollowing ques ions: Wha cha ac e izes s a egic esea ch in a p i a e company? Th ough which p ac ices does s a egic esea ch (and science- indus y collabo a ion) de elop? Wha cha ac e izes he managemen o s a egic esea ch? I s a ou by desc ibing how I came in o his s udy since i has implica ions o how I de ine he ield o esea ch o his hesis. F om he beginning o 2006 o he end o 2008 I was employed a a Danish public ounda ion, he Danish Na ional Ad anced Technology Founda ion (DNATF), es ablished in 2006 o gi e public unds o esea ch collabo a ions be ween public esea ch ins i u ions and p i a e companies. The ounda ion had a boa d and s a , and i s adminis a ion was independen o he exis ing esea ch ad ising and unding sys em. Du ing he i s yea , he ounda ion de eloped wha i e e ed o as s a egies and ins umen s. One o he ques ions aised a his ime was how o se up he ounda ion in a way ha would make i possible o 28 p ojec s ough o be suppo ed by which ins i u ions. As a consequence o being placed in he middle, s a egic esea ch is o en p esen ed as esea ch ha “connec s” (Rege ingen 2012) he di e se domains o science, socie y and indus y in con as o independen esea ch ha acco ding o his image is sligh ly mo e isola ed om socie y. In he ield o Science and Technology S udies (STS), s a egic esea ch is in e es ing no leas a he le el o p ac ice. In i s emphasis on p ac ice, STS app oaches di e om many o he pe spec i es on s a egic esea ch ( o ins ance, based on economics o poli ical science) ha ocus on de ining i s concep ual meaning, esul ing in gene al de ini ions o s a egic esea ch (Emmeche and Faye 2010). Wo king wi hin a b oadly ‘co-p oduc ionis ’ pe spec i e on STS (Jasano 2004), and a he han a emp ing o gi e an exac de ini ion o wha s a egic esea ch means, I am in e es ed in how s a egic esea ch de elops a he le el o p ac ical esea ch engagemen s and in which di e se o ms i akes he e. How and h ough which p ocesses, I ask, does s a egic esea ch de elop in he con ex o Lundbeck’s pha maceu ical esea ch? Acco dingly, he p esen s udy explo es he no ion o s a egic esea ch in he con ex o Lundbeck. Lundbeck is a Danish global esea ch-based company ha specializes in d ugs o he ea men o diso de s in he cen al ne ous sys em (CNS). Like many o he pha maceu ical companies, Lundbeck has been a ec ed by changing esea ch and ma ke condi ions in he pha maceu ical indus y. Al hough pha maceu ical companies oday make la ge in es men s in esea ch and de elopmen han e e be o e, ewe esea ch and de elopmen p ojec s esul in new molecula en i ies ha each he ma ke in he o m o d ugs (Munos e al. 2009). Many ac o s con ibu e o his si ua ion, including changes in he egula o y sys em and in public conce ns o e isks in a ious diseases. Fo Lundbeck, he expi a ion o a numbe o key pa en s be ween 2012 and 2014 has 29 inc eased he p essu e. Resea ch manage s in Lundbeck ha e seen his c isis as an occasion o e hinking hei esea ch s a egies and opening up o he su ounding wo ld, o ins ance, by engaging in s a egic collabo a ions wi h ex e nal esea ch g oups a uni e si ies and in companies. Lundbeck, he e o e, o e s an excellen case o examining he managemen o s a egic esea ch in a co po a e con ex . Based on his si ua ion, I am in e es ed in examining he ollowing esea ch ques ions: Resea ch ques ions Wha cha ac e izes s a egic esea ch in a p i a e company? Th ough which p ac ices does s a egic esea ch (and science-indus y collabo a ion) de elop? Wha cha ac e izes he managemen o s a egic esea ch? Unsu p isingly, hese a e ques ions ha esea ch manage s in Lundbeck also ask hemsel es. In addi ion, I conside wha he ields o public esea ch policy and STS migh lea n abou s a egic esea ch by s udying i empi ically in indus y. This is in e es ing inso a as indus y is p ecisely wha policymake s a gue ha s a egic esea ch should connec wi h. The s uc u e o he hesis The hesis is o ganized in wo pa s. The i s pa in oduces he empi ical ield, he me hodology and he concep ual amewo k o he hesis. I i s gi e an in oduc ion o Lundbeck and desc ibe how I ha e s udied Lundbeck using an ac i e o m o pa icipan obse a ion. Then I ake a s ep back o explo e how he no ion o s a egic esea ch has de eloped in Danish esea ch policy wi h pa icula embedded ideas abou companies. I use his unde s anding o he se ing o Danish na ional discussions o s a egic esea ch as a sp ingboa d o 30 explo ing p e alen app oaches o uni e si y-indus y in e ac ion in esea ch policy li e a u e such as he T iple Helix and Mode 2. These app oaches hen become a pla o m o in es iga ing al e na i e ‘co-p oduc ionis ’ app oaches (Jasano 2004) o esea ch collabo a ion, in pa icula ‘bounda y objec s’ (S a and G ieseme 1989), ‘doable p oblems’ (Fujimu a 1987, 1996) and ‘ ading zones’ (Galison 1997). While hese no ions gene ally ocus on p ocesses o cons uc ing alignmen in he e ogeneous scien i ic p ac ices, I a gue ha i is equally in e es ing o explo e he ole o di e ence in esea ch collabo a ion, and hence in s a egic esea ch. I show ha di e ence can be elici ed by paying a en ion o a numbe o ‘sc eens’ ha I de elop o he pu pose o his hesis, which I e e o as p ojec ing, ca ego izing, occluding sc eens. In a ious ways, hese sc eens a e use ul o de eloping a deepe unde s anding o he dynamics o s a egic esea ch. The second pa o he hesis o e s an empi ical explo a ion o s a egic esea ch in Lundbeck based on ou empi ical chap e s. The i s wo chap e s explo e s a egic esea ch as illus a ed by science-indus y collabo a ion be ween Lundbeck and ex e nal academic g oups. The inal wo chap e s look a in-house collabo a ion be ween di e en pa s o Lundbeck as also illus a i e o s a egic esea ch. The i s chap e “Managing eme gen ela ions” p esen s a case in which Lundbeck esea ch manage s collabo a e wi h academic esea che s om a uni e si y. The pa icipan s a e all in e es ed in ad ancing esea ch in he biological mechanism neu ocell. Howe e , hey do his in a somewha su p ising way ha challenges bo h he idea o s a egic esea ch as a es ic ed and p edic able o m o esea ch and he gene al no ions o wha is academic and wha is indus ial. 31 The second chap e en i led “The i s encoun e ” explo es ye ano he case o collabo a ion be ween Lundbeck and an ex e nal academic g oup, his ime he Mayo Clinic, an Ame ican no - o -p o i esea ch ins i u ion. The chap e in es iga es he phenomenon ha a ailed i s mee ing be ween he wo g oups did no p e en he collabo a ion om e en ually becoming a success. I explo e how his can be unde s ood by desc ibing he di e en ia ing sc eens ha cha ac e ized he collabo a ion. The hi d chap e called “Making sc eens o u u e esea ch” explo es how s a egic esea ch also de elops in-house Lundbeck, in he con ex o a s a egy p ocess called Synapse. This s a egy seeks o connec di e se pa s o Lundbeck and de elop s a egic esea ch a eas based on collabo a ion be ween p eclinical and clinical esea ch. The chap e in es iga es how di e en sc eens a e in ol ed in de eloping hese s a egic esea ch a eas. The o h chap e is en i led “The p ojec leade o he u u e” and i in es iga es how he no ion o p ojec leade ship de elops in ela ion o he de elopmen o new s a egic esea ch p ac ices. The p ojec leade is seen as connec ing di e se pa s o Lundbeck bu also as pa icula o esea ch p ac ices in Lundbeck. The chap e in es iga es he p ojec leade no ion using an ac i e in e en ionis app oach and explo es he sc eens ha became isible. In conclusion, I p esen he main indings and discuss he implica ions o hese o p ac i ione s and o u u e esea ch. Bu i s , le me in oduce he empi ical con ex o Lundbeck. 32 6. INTRODUCTION TO LUNDBECK Lundbeck is a Danish global pha maceu ical company ha specializes in d ugs o he ea men o diso de s in he cen al ne ous sys em (CNS), some imes also e e ed o as b ain diseases. The company was ounded in 1915 and oday i employs 6,000 people wo ldwide ou o which 2,000 a e employed in Denma k. This makes Lundbeck one o he la ges companies in Denma k. Lundbeck p esen s i sel as “ ully in eg a ed”4, which means ha i engages in esea ch, de elopmen , p oduc ion, ma ke ing and sale o pha maceu icals. CNS diso de s include dep ession, anxie y, psycho ic diso de s, epilepsy, Hun ing on, Alzheime ’s and Pa kinson’s diseases. Howe e , as a consequence o a new esea ch s a egy, Lundbeck migh expand he numbe o CNS diseases i engages in. Lundbeck is pa icula ly known o Cip alex and Lexap o, bo h o which a e based on esci alop am, an an idep essan o he selec i e se o onin eup ake inhibi o class known as SSRI, o he ea men o dep ession. Today, Lundbeck’s gene al managemen consis s o he Execu i e Managemen ha has h ee membe s. Ul Wiinbe g who is P esiden and CEO o Lundbeck heads his g oup and is esponsible o comme cial ope a ions. The Execu i e Managemen also includes he Head o Resea ch and De elopmen , which includes he a ea o Pa en s and T adema ks, and he Head o Finance, IT, Sou cing, Comme cial and In es o Rela ions. In addi ion o he h ee a eas ha he Execu i e Managemen co e s, he o ganiza ion o Lundbeck is di ided in o six o he a eas. These a e Co po a e Business De elopmen and S a egy; Co po a e Human Resou ces; Co po a e Legal; Co po a e Sec e a ia and P ojec O ice; Co po a e Public A ai s; and Supply Ope a ions and Enginee ing. A senio 4 www.lundbeck.com. 33 ice p esiden heads each o hese a eas. The headqua e s o Lundbeck a e loca ed in Valby, pa o he Copenhagen Municipali y. This sho in oduc ion po ays how Lundbeck is o ganized as o 2013, bu , as I will show, he o mal o ganiza ion o Lundbeck has changed se e al imes in ecen yea s. These changes ha e appea ed as a consequence o new ways o pe cei ing he ole o esea ch in ela ion o business. Today, esea ch ac i i ies in Lundbeck a e geog aphically dis ibu ed o e h ee si es: he main si e in Denma k, and wo smalle si es in he US and China. Al oge he , abou 1,200 specialis s a e employed in Resea ch and De elopmen . Since 2011, Resea ch and De elopmen ha e been g ouped as one a ea in Lundbeck. Un il hen, Resea ch and De elopmen we e o ganized as wo sepa a e domains, each wi h hei own head. Since his hesis is based on ieldwo k in he pe iod 2009-2013, i is ele an o no e ha be ween 2009 o 2011, Lundbeck Resea ch included ou qui e di e se ac i i ies: D ug Disco e y, including e y ea ly iden i ica ion o unme needs and de ini ion o esea ch p ojec s; Non- Clinical Sa e y Resea ch, co e ing ea ly es s o oxici y and o he sa e y issues; Business De elopmen , in ol ing sys ema ic sea ch o po en ial esea ch pa ne s and business oppo uni ies; and inally Pa en s and T adema ks, including e alua ion o pa en and license oppo uni ies. My esea ch was p ima ily loca ed in he a ea o D ug Disco e y in he hen depa men o Molecula Neu obiology, which, by he employees in ha a ea, was pe cei ed as “ eal esea ch”. D ug Disco e y was o ganized in o h ee main di isions: Medicinal Chemis y, Neu obiology and Pha macology. As in a ma ix o ganiza ion, esea ch p ojec s cu ac oss hese h ee di isions acco ding o speci ic diseases e e ed o as ‘indica ion a eas’. Du ing my esea ch pe iod, hese indica ion a eas we e Alzheime ’s disease, Pa kinson’s disease, Psychoses, and Dep ession and Anxie y. 34 Each o he indica ions had a s a egy, o ins ance, an Alzheime ’s disease s a egy, desc ibing how cu en esea ch ac i i ies aimed a de eloping a d ug o his speci ic disease. Besides belonging o speci ic depa men s such as he Molecula Neu obiology depa men , employees in he esea ch di ision we e o ganized in g oups acco ding o indica ion a eas. The pu pose was o build up expe ise wi hin each o he indica ions. Each indica ion g oup had a chai , usually a depa men manage o sec ion head, esponsible o an annually e ised s a egy plan. In 2010, his o ganiza ion o esea ch was e ised as an ou come o an ex ensi e s a egy p ocess, Synapse, o which I e u n. One consequence o his s a egy p ocess was ha indica ions we e eplaced by biological mechanisms as he main o ganizing p inciple, causing a conside able eo ganiza ion o esea ch g oups and expe ise. Whe e esea ch was p e iously d i en by ce ain y abou he speci ic indica ion owa ds which i was di ec ed, he eo ganiza ion was based on he idea ha he same biological mechanism migh be ele an o se e al diseases. Acco dingly, esea ch in o one biological mechanism migh lead o inno a ions wi hin a numbe o indica ion a eas. This implied unce ain y abou indica ions bu he pe cei ed bene i was ha i migh lead o po en ial inno a ions in he longe e m. I also implied a s ong ocus on a icula ing biological hypo heses. This, oo, mean a e e sal o he esea ch p ocess, since p e iously esea ch had ypically been ini ia ed based on newly disco e ed e ec s in known compounds. Consequen ly, medicinal chemis s had played an impo an ole in poin ing ou hese compounds. In con as , he eo ganiza ion pu he ocus on ‘disease biology’, p i ileging biologis s and he de elopmen o scien i ic hypo hesis based on mechanisms, s uc u es and pa e ns. As a consequence o he s a egy p ocess, he depa men s in Lundbeck’s esea ch 35 di ision we e enamed as Disco e y Chemis y, Neu odegene a ion, and Synap ic T ansmission. I explo e hese changes in de ail in Chap e 12. The changes o he o mal o ganiza ion o Lundbeck in 2011 we e he esul s o an ex ensi e s a egy p ocess, named Synapse, which oughly ook place be ween 2009 and 2011. In he ne ous sys em, ‘a synapse’ is a s uc u e ha pe mi s a neu on o ne e cell o pass an elec ical o chemical signal o ano he cell, hus making a connec ion o communica ion. Acco ding o a dic iona y de ini ion, a synapse is “a junc ion be ween wo ne e cells, consis ing o a minu e gap, ac oss which impulses pass by di usion o a neu o ansmi e ”. 5 Me apho ically, he concep o he synapse sugges s bo h he idea o a gap and a connec ion. Lundbeck’s s a egy p ocess, Synapse, ook inspi a ion om his idea by aiming a de eloping new s a egies ha we e based on a sus ained e o a making connec ions. In ac , he Lundbeck managemen al eady had se e al speci ic connec ions in mind.6 Fi s , he e we e connec ions be ween Lundbeck and he ou side wo ld. In he esea ch di ision, such connec ions implied ela ing ac i ely o an inc easingly complex egula o y sys em and o ex e nal esea ch pa ne s. A a gene al le el, hese connec ions also in ol ed c ea ing mo e socie al awa eness o b ain diseases, an aim ha la e de eloped in o a sys ema ic e o o add ess socie al agendas as pa o Public A ai s. Second, he e we e connec ions wi hin Lundbeck; ha is, be ween di isions and ac i i ies ha had p e iously been seen as dis inc . Speci ically, his included he di isions o Resea ch, De elopmen and Clinical Resea ch. By appealing o he 5 www.ox o ddic iona ies.com. 6 Du ing 2005 o 2007, be o e Synapse was ini ia ed, a s a egy p ocess ook in Lundbeck Resea ch only. I was called “Lundbeck 2020” and was based on simila ideas o connec ing Lundbeck o an ou side wo ld. 36 concep o synapses in he o e all ision, he managemen aimed a in eg a ing hese di isions and p e en ing un o una e misaligned pe spec i es when ans e ing an ac i i y om one di ision o ano he . Thus, by inco po a ing he pe spec i es o De elopmen and Clinical Resea ch in he p io i iza ion and s uc u e o new esea ch p ojec s, he aim was o a oid he po en ial si ua ion whe e a p ojec was ejec ed as ele an o use ul in he ansi ion om Resea ch o De elopmen . In his way, he Synapse s a egy p ocess depended on a a he in iguing no ion o s a egic esea ch, which I explo e in mo e de ail in Chap e s 12 and 13. Be o e he o ganiza ional changes ha ollowed he Synapse s a egy p ocess, h ee esea ch g oups had p ima ily managed esea ch in Lundbeck. On a weekly basis, he membe s o hese g oups discussed a b oad ange o esea ch ela ed issues, including s a egic ini ia i es ela ed o collabo a ion wi h ex e nal esea ch g oups. The i s was he Resea ch Managemen Boa d (RMB), headed by he execu i e ice p esiden o esea ch. This boa d consis ed o each o he heads o he esea ch di isions, including he head o D ug Disco e y in Denma k, he head o D ug Disco e y in he Uni ed S a es, he head o Non-Clinical Sa e y Resea ch, he head o Pa en s and T adema ks, and he head o Ex e nal A ai s. Secondly, he D ug Disco e y Managemen Team (DDMT) headed by he head o D ug Disco e y in Denma k consis ed o he h ee di isional di ec o s, each ep esen ing a esea ch a ea: he Di isional Di ec o o Chemis y, he Di isional Di ec o o Pha macology, and he Di isional Di ec o o Molecula Neu obiology. Finally, he Resea ch and De elopmen Managemen Boa d (RDMB) consis ed o he Resea ch Managemen Boa d and i s equi alen in he De elopmen di ision. This boa d had he ask o coo dina ing ac i i ies be ween Resea ch and De elopmen a a gene al le el, which included ensu ing he ansi ion o p ojec s 37 om Resea ch o De elopmen , an e o ha in he con ex o he Synapse s a egy became a key conce n. The names o depa men s and he cons i u ion o hese managemen g oups all bea wi ness o he g ea impo ance o esea ch in Lundbeck. The shi om a ocus on diseases o ocus on biology also illus a es ha a ce ain kind o esea ch has a pa icula ly high s a us in Lundbeck. Indeed, naming esea ch uni s a e biological mechanisms such as “synap ic ansmission” sugges s ha i is impo an ha esea ch s a egies a e e lec ed in he o ganiza ional s uc u e. When I i s isi ed Lundbeck, I immedia ely no iced he s ong emphasis on science. F om looking a o ganiza ional diag ams, I also obse ed ha he coo dina ion be ween Resea ch and De elopmen was p ima ily seen as aking place in a join coo dina ion g oup a he le el o op managemen . A e Synapse, howe e , in eg a ion came o be seen as an e o ha ook place a all le els, as ep esen a i es o de elopmen di ision and clinical esea ch we e included e en in he ea ly p io i iza ion and o ganiza ion o esea ch p ojec s. Again, by looking a he o mal s uc u e o Lundbeck, one migh also no ice an inc eased ocus on ce ain ac i i ies in he yea s 2009-2013. Especially he a eas o Alliance Managemen and Public A ai s we e p io i ized, esul ing in he appoin men o an Alliance Managemen Di ec o a ound 2008-2009 and he es ablishmen o a Global Public A ai s depa men in 2011. Bo h e en s illus a e an in e es in linking o an ex e nal wo ld ep esen ed by alliance pa ne s, pa ien s and egula i e au ho i ies, and socie y in gene al. They also sugges an acknowledgmen o he ac ha he in en ion and ma ke ing o new d ugs is no only a ma e o ini ia ing he igh o mos excellen esea ch p ojec s bu also elied on p epa ing he g ound o new d ugs mo e gene ally. In Lundbeck, his in ol ed in e ac ing wi h Danish public esea ch policy, ac i i ies 44 The e a e also some immedia e signs o esea ch ha you encoun e when isi ing Lundbeck: he lec u e hall in he ecep ion building; he labo a o y acili ies in se e al o he esea ch buildings some o which you can ac ually see om he s ee h ough he windows; physical objec s like book shel es wi h jou nals indica ing science; o ices wi h pape s and books and signs o ac i i y in o ganizing and p esen ing knowledge, pic u es o molecules on he walls. Isola ing hese obse a ions, Lundbeck eminds you o an academic esea ch ins i u ion. Howe e , o he signs lead you hough s elsewhe e. The la ge-scale can een, he ood ha is se ed, he co ee machines, he quali y o he sea s in he lec u e hall, he exclusi i y o he ecep ion a ea, he a mosphe e a he managemen loo s, and he ac ha , excep om a ound lunch ime, he e is e y li le physical ac i i y on he Lundbeck si e, no s uden s walking o and om lec u es. All o his sugges s ha you a e in a company and ha wha e e esea ch is conduc ed he e has speci ic pu poses, namely p oducing pha maceu ical d ugs. Conclusion As we ha e seen, Lundbeck po en ially o e s a ich con ex o explo ing how s a egic esea ch and science-indus y collabo a ion de elops in a company. No only is i in e es ing o explo e how esea ch un olds in he con ex o a esea ch company, i is also pa icula ly in e es ing o ollow his p ocess in si ua ions, as in Lundbeck, whe e esea ch s a egies a e being de eloped. How a e pa icula esea ch a eas selec ed? How do esea ch manage s ake he po en ial u u e o Lundbeck in o accoun when ini ia ing new esea ch? How do di e en pa s o Lundbeck, some esea ch o ien ed and some mo e business o ien ed, wo k oge he in de eloping new s a egies? These a e ele an ques ions o explo e in he empi ical con ex o Lundbeck. 45 I now mo e o discuss how I in es iga ed Lundbeck. This en ails discussion o he pa icula se -up o my PhD and he me hodological ools I ha e used o explo e Lundbeck. 46 7. METHODOLOGY This PhD p ojec has occasioned many me hodological ques ions. Some o hese ques ions ela es o i s se -up as an Indus ial PhD, a Danish scheme ha I e u n o. O he s ela e o how I ha e chosen o explo e s a egic esea ch in Lundbeck in a pa icula ly ac i e way. O e a pe iod o i e yea s, I spen on a e age 2-3 days in Lundbeck a week. This has amoun ed o many hou s and, I hope, a deep insigh in he conce ns and ac i i ies o he esea ch manage s in Lundbeck. This in ol emen also aises a numbe o ques ions. How did I in es iga e s a egic esea ch in Lundbeck, using which me hods and ools? How did pa icula esea ch ques ions and indings de elop? Wha cha ac e ized he ole o my esea ch in Lundbeck? In his chap e , I discuss hese ques ions. An Indus ial PhD se -up My schola ship is an indus ial PhD, a pa icula Danish scheme ha equi es a sho explana ion. An indus ial PhD is a collabo a ion be ween a company, a uni e si y and a PhD esea che . The company employs he PhD s uden who is simul aneously a ilia ed wi h a public esea ch ins i u ion (in his case, Copenhagen Business School). The PhD p ojec is acqui ed o ha e “indus ial ele ance”7, which in p ac ice can be in e p e ed in many ways. In my case, indus ial ele ance was unde s ood as gi ing ele an inpu o an on-going p ocess o de eloping bes p ac ices o ex e nal esea ch collabo a ion. The Danish Minis y o Science, Inno a ion and Highe Educa ion and he company co- und he p ojec and he company employs he PhD esea che . The indus ial 7 www. i u.dk. 47 PhD scheme was in oduced in 2002 o educa e doc o al esea che s wi h a pa icula indus ial ocus and o inc ease in e ac ion be ween uni e si ies and companies.8 Ini ia ing an Indus ial PhD p ojec can be done by ei he a company, a uni e si y o by he po en ial PhD candida e. In he p esen case, I ook he ini ia i e by o mula ing ini ial esea ch ques ions in collabo a ion wi h my academic supe iso . These ques ions conce ned he implica ions o esea ch manage s o inc eased s a egic esea ch collabo a ion wi h uni e si ies. I p esen ed my p oposal o he hen head o esea ch in Lundbeck and we discussed how i migh become in e es ing o he company. As desc ibed in he p e ace, he e was, a ha ime, a mo e o less immedia e ma ch be ween my academic in e es s and he conce ns among esea ch manage s a Lundbeck. O a leas , a his pa icula ime, he p oposed esea ch p oblem was de ined loosely enough o make such a ma ch seem plausible. Fieldwo k in Lundbeck O e a pe iod o i e yea s, om No embe 2008 o No embe 2013, in e up ed by one yea ’s ma e ni y lea e om July 2011 o Augus 2012, I s udied esea ch s a egies in Lundbeck. F om No embe 2008 o July 2011, I was ac i ely engaged in ieldwo k and I con inued o spend ime in Lundbeck a e my e u n in Augus 2012. As a na u al consequence o my employmen , I was engaged in discussions abou esea ch s a egies also a e my e u n. Th oughou he pe iod, I had an o ice. F om No embe 2008 o July 2009, my desk was in an open o ice space wi h o he PhD s uden s. F om July 2009 o July 2011, I mo ed o an o ice in he hallway ha housed he head o esea ch and his s a . In 2011, he head o esea ch became leade o a new a ea, Global Public A ai s. When I e u ned in 8 www. i u.dk. 48 Augus 2012, I joined his depa men and mo ed o an o ice in he building housing he ecep ion and gene al managemen (c. . he desc ip ion o di e en wo kspaces in Lundbeck in he p e ious chap e ). F om ex e nal collabo a ion o s a egic esea ch My esea ch ocus and me hods changed du ing he p ojec . To begin wi h, my p ojec was de ined as a s udy o “ he implica ions o esea ch manage s o inc eased ex e nal esea ch collabo a ion”. App oaching his qui e openly, I explo ed wha cons i u ed esea ch managemen in Lundbeck, who we e seen as esea ch manage s, wha ex e nal esea ch mean and how collabo a ion was pe cei ed among esea ch manage s. I explo ed hese ques ions using di e en me hods. Fi s , I used in o mal con e sa ions wi h employees in he Resea ch di ision o ge an o e iew o wha kind o conce ns and ac i i ies was ela ed o ex e nal collabo a ion. This in ol ed alking o scien is s, esea ch manage s, echnicians, s uden s, and sec e a ies. In addi ion, I pa icipa ed in mee ings ha conce ned speci ic ex e nal collabo a ions and in ol ed, o ins ance, planning and he making o con ac s. In Chap e s 10-13, I desc ibe he ac i i ies ha ook place in hese mee ings, and below I e u n o how I nego ia ed access o hem. I also conduc ed o mal in e iews wi h he esea ch manage s in Lundbeck who we e pa icula ly in ol ed in making collabo a ions and de eloping s a egies. Fu he , I e en ually came o ac i ely s imula e discussion by hos ing semina s o p ojec leade s and esea ch manage s. Thus I used a a ie y o me hods o in es iga e wha he implica ions o esea ch manage s we e o he changing condi ions o esea ch. A ound midway, he emphasis o my esea ch changed. This was in pa a consequence o he ini ia ion o he s a egy p og am, Synapse ha an om 49 2009-2011 and c ea ed a new o ien a ion o esea ch. Because I had aken an ac i e pa in discussing esea ch s a egies among esea ch manage s, I was in i ed o pa icipa e in Synapse as a membe o a wo king g oup. This wo king g oup had he ask o conside ing he ques ion o wha kind o beha io migh p omo e collabo a ion be ween Resea ch and De elopmen ac i i ies in Lundbeck. In Chap e 13, I discuss how he wo king g oup app oached his ques ion. A i s , I saw pa icipa ing in a o mal wo king g oup as an oppo uni y o pu my in es iga ion o ex e nal collabo a ion in o pe spec i e. I ga e me an occasion o lea ning abou in e nal issues, including how employees om o he pa s o Lundbeck saw he ole o esea ch and pe cei ed o ex e nal collabo a ions ha we e so cen al o esea ch manage s. I was also in e es ed in he in-house implica ions o he new s a egies ha I had p e iously s udied and o o he new o e all s a egies. I wonde ed wha cha ac e ized collabo a ion be ween esea che s and hei colleagues om o he pa s o Lundbeck, bo h in his s a egy p ocess and mo e gene ally. The pu pose o explo ing hese ques ions was no o de elop a compa a i e esea ch design ha would allow me o iden i y he simila i ies and dissimila i ies be ween in e nal and ex e nal collabo a ion. Ra he he pu pose was o use his occasion ac i ely as a backg ound o in e p e ing he implica ions o ex e nal collabo a ions o Lundbeck mo e gene ally. I decided o ake his oppo uni y, knowing ha i would open up o a new wo ld o da a. Howe e , pa icipa ing in he beha io -wo king g oup in ac became mo e han backg ound in o ma ion and sligh ly changed he o e all ocus o my esea ch. Managing ex e nal esea ch collabo a ion was clea ly ela ed o managing o he o ms o esea ch and o he ela ions han hose pu ely Lundbeck ex e nal. By s udying ex e nal collabo a ion, I had mainly ocused on he in e ace be ween Lundbeck esea che s and ex e nal collabo a o s. Howe e , as i u ned ou , his 50 in e ace was di icul o isola e om in-house esea ch p ac ices in Lundbeck and om b oade issues o managing esea ch. I s a ed o no ice ha when esea ch manage s in Lundbeck alked abou ex e nal collabo a ion du ing Synapse hey immedia ely d ew pa allels o in-house esea ch, and o he Synapse ambi ion o connec ing p eclinical and clinical esea ch, and Resea ch and De elopmen mo e e ec i ely.9 Thus, a he han s udy he speci ic implica ions o esea ch manage s o inc eased ex e nal esea ch, I changed ocus o explo ing ex e nal collabo a ion in he con ex o Lundbeck. This mean accoun ing bo h o ela ions be ween Lundbeck esea ch manage s and ex e nal collabo a o s, and o ela ions be ween Lundbeck esea ch manage s and in-house colleagues. As he Synapse p ocess highligh ed, al hough people om Resea ch and De elopmen we e pa o he same company, hey we e no necessa ily ob iously, no o say op imally, linked. Consequen ly, upon my e u n in 2012, I changed he gene al emphasis o he p ojec om ex e nal collabo a ion o s a egic esea ch. Focusing on s a egic esea ch had he e ec o ela ing and including se e al in e es ing esea ch inqui ies. Fi s , I was in e es ed in he ela ion be ween esea ch manage s in Lundbeck and ex e nal collabo a o s. This also implied an in e es o how ex e nal collabo a ion was ela ed o o he esea ch ac i i ies. Second, I was in e es ed in he ela ion be ween he di isions o Resea ch and De elopmen in Lundbeck. Al hough hey we e pa o he same company, employees in Resea ch and De elopmen clea ly saw esea ch in e y di e en ways. Finally, I was in e es ed in he ela ion be ween Danish public esea ch policy and s a egy making in Lundbeck. Fo ob ious easons, s a egic esea ch implied qui e di e en hings in hese wo con ex s. Thus, i was in e es ing o see how, in 9 I Chap e 12, I desc ibe how Synapse de eloped a new ype o conce n o ex e nal collabo a ion. 51 policy, companies’ in e es s we e embedded in he no ion o s a egic esea ch, whe eas esea ch manage s in Lundbeck de ined ele an and s a egic esea ch as, o some ex en , mo e simila o independen esea ch. Hence, de ining my objec o s udy as s a egic esea ch had he e ec o pulling oge he a numbe o con ex s and in e aces. Based on his accoun o how my ocus and objec o s udy de eloped in he p ocess o s udying i , how migh he gene al app oach be cha ac e ized? As desc ibed, I used a numbe o me hods associa ed wi h e hnog aphy. Bu I was also in ol ed in a e y ac i e sense, which equi es e lec ion. I now desc ibe how my me hodology changed du ing he ieldwo k. Following he ac o To explo e ex e nal esea ch s a egies in Lundbeck I ini ially used a me hod ha , ollowing B uno La ou ’s ea ly ac o ne wo k heo y, migh loosely be e e ed o as ‘ ollowing he ac o ’ (La ou 1987). This me hod implies ollowing an objec o p oblem as i a els be ween he lab and he ou side wo ld. As I saw i a ha ime, I in es iga ed he implica ions o inc eased ex e nal collabo a ion in ‘ he labo a o y o Lundbeck’. Using his me hod o ollowing implied a qui e open app oach o wha cons i u ed ex e nal collabo a ion in Lundbeck and o whe e o ind i . In p incipal, al hough my p oblem was p ede ined as s udying implica ions o esea ch manage s, I migh ind ha ex e nal collabo a ion was an ac i i y ha a he occupied s uden s and echnicians. Howe e , my PhD se -up o an ex en es ained how open-ended I could be. As he PhD was sponso ed by esea ch manage s and had, a leas o some ex en , o i hei conce ns abou s a egies, making a lab s udy among s uden s and echnicians did no seem an ob ious hing o do. Thus, a he han ollow ex e nal collabo a ion in o he labs 52 o Lundbeck I p ima ily ollowed i in o a ‘manage ial lab’. This en ailed ollowing managemen discussions o new collabo a ion, s a egies, and isions. Howe e , al hough he me hod o ollowing he ac o p o ided me wi h a use ully open-ended app oach o wha migh cons i u e ex e nal collabo a ion, i also u ned ou o be di icul o use in my case. In he end, i did no e y p ecisely cha ac e ize wha I did. I was ollowing o be su e, bu I was also pa icipa ing, hos ing, leading, making d a s and ou lines, pa icipa ing in eamwo k in wo kg oups and ac i ely in e e ing in discussions. On he one hand, his was due o he esea ch manage s’ expec a ions. They asked o my opinion in pa icula cases, o example que ying how I saw ex e nal collabo a ion based on my expe ience wi h public policy and eques ing ha I d a ed ecommenda ions o how o go e n ex e nal collabo a ion. The e was a mani es di e ence in ollowing wha esea ch manage s did and making ecommenda ions o wha hey should do. I did no ha e much o a p oblem wi h making p esen a ions and ecommenda ions. Based on my o me expe ience and my g owing amilia i y wi h Lundbeck’s managemen his was ela i ely easy. The p oblem was a he he me hodological ques ions aised by his engagemen . Wha was he na u e o wha I s udied when I was in ol ed o such an ex en ? Would I be able o dis ance mysel om i o he ex en ha ollowing sugges ed was necessa y? Based on his, I con inue o discuss my app oach in ela ion o he me hod o pa icipan obse a ion. Pa icipan obse a ion As men ioned, he no ion o ollowing he ac o was sligh ly p oblema ic, since i sugges ed some hing mo e open and passi e han wha I ac ually did. To emphasize my ole as a pa icipan I s a ed o cha ac e ize my main me hod as 53 pa icipan obse a ion. Pa icipan obse a ion is a quali a i e esea ch ool and he main e hnog aphic app oach used in a numbe o social science ields such as, o ins ance, social an h opology. Using his me hod, he esea che aims a ge ing a close amilia i y wi h a p ac ice o cul u e o e an ex ended pe iod o ime (Hamme sley and A kinson 1983; Ybema e al. 2009; Neyland 2008). In many espec s, desc ibing my engagemen as pa icipan obse a ion makes sense. E en so, his cha ac e iza ion also does no ully cap u e wha I did. A e all, I was no only pa icipa ing in o de o be able o obse e ac ion, I was also s imula ing ac ion. Consequen ly, i i his was indeed pa icipan obse a ion he s ong emphasis was on pa icipa ion. So how migh I desc ibe my app oach? How did speci ic inqui ies de elop in he p ocess o s udying Lundbeck? Wha guided my selec ion o empi ical ma e ial? In he ollowing, I discuss h ee concep s ha became impo an o my answe s o hese ques ions. E hno-epis emic assemblages Fi s , I d ew on Alan I win and Mike Michael’s no ion o ‘e hno-epis emic assemblages’ o e lec on my me hodology (I win and Michael 2003). The e m equi es some explana ion. ‘E hno’ e e s o local and si ua ed knowledge. ‘Epis emic’ highligh s he na u e o knowledge as u h claims abou he wo ld. Finally, ‘assemblage’ desc ibes how di e se o ms o local knowledge ha a e so o pulled oge he cons i u e a phenomenon. I win and Michael in oduce he no ion as a p agma ic, empi ical esea ch ool. Fo hem, s udying some hing as an e hno-epis emic assemblage implies a ocus on he empi ical cons i u ion o a phenomenon. In con as , I ha e ound his e m use ul o e lec ing on me hodological ques ions. Especially, I ha e ound he e m help ul in o de o explain how my objec o s udy de eloped in he p ocess o s udying i . 60 p ojec leade -wo king g oup became a pla o m o subsequen ly pa icipa ing as a membe o a o mal Synapse wo king g oup conce ned wi h collabo a i e beha io o leade s. In his p ocess, my esea ch ocus de eloped in a nego ia ion p ocess in which ex e nal collabo a ion became inc easingly linked wi h p ojec leade ship. Fo now I simply highligh ha making my esea ch p ojec a doable p oblem in he con ex o Lundbeck in ol ed a icula ion wo k ha was pa icula in ense in ela ion o mee ing pa icipa ion. Nego ia ing access o mee ings equi ed a mo e a icula ion wo k han making in e iews. In hese nego ia ions, i became clea ha i was possible o see he pu pose o my esea ch in di e en ways. A icula ion wo k and he na u e o my esea ch I also engaged in in ense a icula ion wo k in ela ion o he ole o impac o my esea ch. In pa icula , he e we e wo ways in which he ole o my esea ch was nego ia ed. As no ed, I s a ed ou wi h he in en ion o simply explo ing, desc ibing, and analyzing how ex e nal collabo a ion de eloped in Lundbeck. Howe e , a se e al occasions I was also asked o gi e speci ic ecommenda ions. I illus a e his wi h a quick example and e u n o a mo e elabo a e discussion o my ole in Chap e 13. In May 2009, I hos ed a semina o he Resea ch Managemen Boa d (RMB) on ex e nal collabo a ion. I was called “Fu u e Models o Collabo a ion”. Hos ing his semina in ol ed s imula ing discussion abou he challenges o ex e nal collabo a ion. In his semina , indi idual membe s o he RMB ga e p esen a ions abou he challenges hey saw, speci ically in ela ion o he go e nance o ex e nal collabo a ion. A e he semina , he head o esea ch in i ed me o make a whi e pape ha ou lined bes p ac ices o ex e nal collabo a ion in Lundbeck. Making his whi e pape in ol ed in eg a ing a numbe o hings such as he RMB membe s’ obse a ions and discussions, my 61 obse a ions om he semina , my own ideas based on my esea ch and my o me expe iences wi h go e nance and managemen o esea ch om public policy, and ans o ming all his in o ecommenda ions. Howe e , al hough he head o esea ch had an in e es in p esen ing his whi e pape as an ou come o my esea ch, I wan ed o play down my ole because he whi e pape also con ained a mix u e o he RMB membe s’ expe iences ha we e no exac ly a esul o my esea ch. Howe e , downplaying my ole was no uncomplica ed. In he p ocess, i became ob ious ha p esen ing his whi e pape as a esul o my esea ch had he impo an unc ion o legi imizing my ole as a esea che in Lundbeck. My esea ch was seen as leading o di e en hings, some o which we e ea ly ope a ional ecommenda ions. This was bu one o se e al si ua ions in which I p oduced lis s o ecommenda ions o desc ibed models ha we e seen as pa o my esea ch esul s. As I saw i , hese we e indeed esul s o my esea ch; howe e , hey we e no he end esul s, bu a he necessa y in e media y poin s ha would enable me o e ain he doabili y o he p ojec . Towa ds he end o my PhD, I expe ienced a di e en o m o a icula ion wo k abou he ou comes o my esea ch. This a icula ion wo k was ela ed o he e en o making a join pape wi h my academic supe iso , Alan I win, and Pe e Høngaa d Ande sen, a Lundbeck esea ch manage (see appendix A). The pape was published in Na u e Re iews D ug Disco e y, a jou nal ha is widely ead among esea ch manage s in Lundbeck. In Lundbeck, he commen was ecei ed well. Wi hin he i s week a e i s publica ion, se e al esea ch manage s con ac ed me wi h cong a ula ions. When I asked hem wha hey hough abou he commen , se e al o hem said, “i desc ibes e y well how we wo k”. This was o cou se a posi i e esponse; howe e , I was cu ious abou his idea abou desc ip ion and how mo e p ecisely hey iewed he speci ic impac o my esea ch. I discussed his ques ion in de ail wi h one senio esea ch manage . As 62 I had expec ed, he a gued ha i was di icul o pinpoin he exac impac o my esea ch. This led o an in e es ing discussion o whe he I had, in ac , me ely desc ibed how hey wo ked in Lundbeck and hus had acqui ed an indus ial pe spec i e. O whe he I had in ac helped o shape o change pa icula s a egic discussions. Wi hou being able o answe his ques ion unequi ocally, i is no ewo hy ha in some si ua ions making my esea ch doable equi ed making i e y ope a ional and ins uc ional, while a o he imes i was doable because i was me ely desc ip i e and no in ac changing any hing.10 This opic also eeds in o he po en ial ole STS esea ch, o which I e u n in conclusion. The no ion o cons uc ing doable p oblems opens up impo an ques ions conce ning he a icula ion wo k i akes o de ine and de elop a esea ch p ojec s and esea ch agendas. A imes, i has indeed made mo e sense o unde s and my esea ch in e ms o esea ch collabo a ion a he han a esea che /in o man ela ionship. The con en o my p ojec has de eloped acco ding o he p esen condi ions and while I ha e been qui e an ac i e esea che , so oo ha e esea ch manage s in Lundbeck also ac i ely gi en inpu o my esea ch and indeed o my ole as a esea che . I end his chap e by in oducing a hi d no ion, ‘disconce men ’ ha I ha e used as a da a-selec ing ool. This no ion helps me o explain my way o ocusing in he many mee ings and discussions ha make up my da a ma e ial. Disconce men The no ion o ‘disconce men ’ ela es o classic me hodological p oblems o encoun e ing and analyzing he ield. In STS, Helen Ve an has de eloped 10 None o he esea ch manage s a gued ha my esea ch had no impac bu i was a he di icul , also o me, o pinpoin wha exac ly i had changed and p oduced. 63 disconce men (Ve an 1999; 2001) and ecen ly o he s ha e aken i up. Thus, in “Cul i a ing Disconce men ”, John Law and Wen-yuan Lin a gue ha disconce men is a aluable me hodological ool o explo ing he in e sec ions o di e en knowledge o ms (Law and Lin 2011). Acco ding o dic iona y de ini ion, o disconce means, “ o upse he p og ess o ”.11 I comes om desconce e , which means des- (exp essing e e sal) + conce e “b ing oge he ”, hence he conno a ions o disha mony o decons uc ion. Ve an discusses he no ion o disconce men in ela ion o ieldwo k in A ica, whe e she s udied di e se ways o eaching ma hema ics. Du ing ieldwo k, she obse ed eaching based on comple ely di e en concep ions o numbe , which disconce ed he Wes e n, ma hema ical unde s anding. Acco ding o Ve an, disconce men ma ks momen s o “double seeing”, such as seeing he “no mal” no ion o leng h, p esen ed and pe o med in a s ange way in an A ican ma h class (Ve an 2001: 5). Thus disconce ing “double seeing” occu s in consequence o a compa a i e momen , whe e one expe iences bo h sameness and di e ence. Ve an a gues ha such odd momen s can be deployed s a egically. “This disconce men , sou ce o bo h clea deligh and con used mise y, mus be p i ileged and nu u ed, alued and expanded upon.” (Ve an 2001: 5). E en i one’s i s in ui ion is o y o “explain” (away) hese momen s by sea ching o a sense o unde lying cohe ence, Ve an encou ages sus ained explo a ion o jus wha makes hem dis u bing. “I is easy o igno e and pass by hese momen s— pa o he p oblem is hei lee ing sub le y—ye i is possible o become acu ely sensi ized o hem” (ibid.). Using a e minology, which I de elop u he on in his hesis, I p opose ha disconce men is p oduced whe e di e en o ms o 11 www.ox o ddic iona ies.com. 64 sc eening collide, which will make much mo e sense when I in oduce he no ion o sc eens in Chap e 9. Ve an p esen s disconce men as a ool ha can be used by analys s o s udy somewha awkwa d o emba assing si ua ions. As she a gues, disconce men is some hing ha he analys can g adually become sensi i e o and become able o use analy ically. Thus, Ve an encou ages he analys o de elop a sensi i i y o one’s own discom o , using “bodily disconce men ” as an exp ession o wha migh be called me aphysical disjunc u e (Law and Lin 2011: 137). Tha disconce men is loca ed in he body ob iously oubles any easy aspi a ion o deploy i s a egically o a ionally. I s use ulness depends on a icula ing expe iences ha a e pe de ini ion un o eseeable, caused by pa icula encoun e s in he ield. Bu e en so one migh also hink ha di e en esea ch condi ions migh c ea e mo e o less op imal ci cums ances o bo h pe cei ing and expe iencing disconce men . Since disconce men is p oduced no only by g ea di e ences bu also by sub le dissimila i ies o p esump ions and expec a ions, we can also assume ha i equi es qui e close ela ions wi h he people and hings one wan s o in es iga e. In he ollowing analyses, howe e , I a end o disconce men in a somewha di e en way han Ve an ecommends. Ra he han only using my own disconce men , I am also in e es ed in public momen s o disconce men , sensed bo h by he analys and people in he ield. One migh see his emphasis as ocused on a collec i e, e en epis emic o m o disconce men in which a g oup o people has a sha ed expe ience ha some hing is ou o o de . Ve an a gues ha a disconce ed laugh e should be aken se iously as an indica o o ensions b ough o ligh by pa icula si ua ions, and she e e s o he own “ isce al laugh e ” (Ve an 1999; 2001: 5). Bu one migh also obse e si ua ions o collec i e laugh e . Momen s o awkwa d laugh e , I sugges , o e an en y poin 65 o unde s anding he collec i e sense o wha is no mal and s aigh o wa d in a si ua ion, since i indica es a dis up ion o he no mal. A ocus on collec i e disconce men also assumes ha he analys is no en i ely o alone esponsible o c ea ing o egis e ing hese momen s bu ha hey migh be p esen in si ua ions whe e he unusual appea s and is deal wi h by a g oup. I is in his sense ha I use disconce men as a me hodological selec ing and o ganizing de ice. The empi ical si ua ions ha I discuss in he Chap e s 10-13 all ha e in common ha hey elici momen s o disjunc u e: a a ious imes, managing ex e nal collabo a ion, collabo a ing wi h in-house colleagues, and de ining new s a egies p esen ed gene a ed such momen s o disconce men . Whe eas STS analyses o en ocus on he mundane and no mal (Woolga and Neyland 2013), I sugges ha ocusing on ins ances o misalignmen is also a way o opening up o an unde s anding o wha cons i u es he no mal. Conclusion In his chap e , I ha e desc ibed he me hods and ools ha I used o explo e s a egic esea ch in Lundbeck. The Indus ial PhD se -up has gi en me an oppo uni y o ge close o he hesis’ ma e s o conce n. To u he ake ad an age o his oppo uni y, I ha e deployed an open-ended app oach wi h a s ong emphasis on pa icipa ion. Ra he han p ima ily obse ing, I ha e aken ac i e pa in discussions a Lundbeck. As a consequence o deploying such an app oach, my objec o s udy changed in he p ocess om ex e nal collabo a ion in he esea ch di ision o Lundbeck o s a egic esea ch in Lundbeck a la ge. I hink o his objec o s udy as an e hno-epis emic assemblage. By de ining his assemblage b oadly as s a egic esea ch I ha e been able o pull oge he a numbe o di e se p ac ices o s a egic esea ch. Consequen ly, I ha e no only 66 looked a con as s be ween Danish public esea ch policy and esea ch p ac ices in Lundbeck, bu also explo ed con as ing esea ch p ac ices in Lundbeck ela ed o collabo a ion wi h ex e nal academic esea ch g oups and in-house colleagues. Ra he han implemen a p ede ined esea ch agenda, my main me hodology is inspi ed by he idea o cons uc ing a doable p oblem. I ha e pa icipa ed in a esea ch collabo a ion ha de eloped p agma ically acco ding o wha was in e es ing and doable o di e se collabo a o s. Pe haps his sounds easy enough, bu i in ol ed signi ican a icula ion wo k ela ed bo h o access and o he ole o my esea ch as simul aneously highly ins uc i e and me ely desc ip i e. I sugges u he ha pa o wha made he p ojec doable was my willingness o le i adap o such di e en ou comes and pu poses. Finally, I use he no ion o disconce men as a selec ing and o ganizing de ice. Because o he na u e o my ieldwo k, I no only use my own disconce men bu also d aw on public and sha ed expe iences o disconce men . I wan o ake o ms o disconce men se iously as aluable sou ces o de eloping new unde s andings o s a egic esea ch. I now ake a s ep back o explo e how s a egic esea ch and ideas abou science- indus y collabo a ion ha e de eloped in he con ex o Danish esea ch policy. The pu pose o his is o p o ide an unde s anding o he Danish na ional discussions o s a egic esea ch ha bo h ela e o conce ns in Lundbeck and sugges qui e di e en ca ego iza ions o esea ch han wha we ha e seen in Lundbeck. So how is s a egic esea ch de ined and o ganized in Danish esea ch policy? 67 8. STRATEGIC RESEARCH IN DENMARK In Danish public esea ch policy, ‘s a egic esea ch’ has a aken on a pa icula meaning. No only is i seen as a pa icula o m o esea ch ha can be dis inguished om basic, independen esea ch. P esen ly, s a egic esea ch also has a sepa a e o ganiza ion wi h i s own councils, p og am commi ees and sec e a ia s. So wha cha ac e izes s a egic esea ch in a Danish esea ch policy con ex ? Which p ac ices and conside a ions a e ela ed o he cu en o ganiza ion o s a egic esea ch as sepa a e om basic, independen esea ch? Wha is he backg ound o his pa icula Danish cons uc ion in which s a egic esea ch has de eloped as a dis inc domain? These a e he ques ions explo ed in his chap e . I s aim is o cla i y how I see he ela ion be ween he Danish na ional con ex o esea ch policy and Lundbeck, a global pha maceu ical company. F om one pe spec i e, Danish esea ch policy and Lundbeck inhabi wo sepa a e wo lds. Managing esea ch is ob iously a qui e di e en ask depending on whe he i akes place in public ins i u ions o in a p i a e company. Emphasizing he di e en wo lds o Danish esea ch policy and Lundbeck is use ul because i immedia ely equi es ha we make explici wha is pa icula abou each o hese wo lds. Being able o shi back and o h be ween Danish esea ch policy and Lundbeck is analy ically help ul in e ms o pinpoin ing pa icula ai s and di e ences. E en so, my main emphasis is on he esea ch managemen p ac ices o Lundbeck. Thus, he wo ld o Danish public policy se es as an impo an backg ound o his explo a ion. Ye , he key no ion o s a egic esea ch comes om public policy. I is no a widely used e m in Lundbeck whe e manage s a he alk abou “ esea ch s a egies” o speci ic “s a egic esea ch a eas”. The 68 s uc u e o he hesis e lec s his di e ence as policy is mainly desc ibed in his chap e and sepa a ed om discussions o Lundbeck p ac ices in oduced be o e his chap e and in he ollowing empi ical analyses. E en so, as men ioned, I also see Danish public policy and Lundbeck as pa o he same ield, o e hno-epis emic assemblage (I win and Michael 2003). In Danish public esea ch policy, we ind e y speci ic ideas abou companies and wha hey wan om he public sec o , o example in e ms o educa ed candida es and ele an esea ch. In Lundbeck, oo, we ind esea ch manage s ha a e deeply engaged in public esea ch policy. Fo ins ance, in Lundbeck I no iced ha wo membe s o he Resea ch Managemen Boa d (RMB) we e in ac also membe s o speci ic councils and hus also deal wi h public policies in a qui e di ec sense. No leas , I see Danish esea ch policy and Lundbeck as connec ed in ela ion o one pa icula idea. This is he key idea ha uni e si y-indus y collabo a ion is a key ool o c ea ing inno a ion and g ow h. In public policy, uni e si y-indus y collabo a ion has been in oduced as a main d i e o na ional economic g ow h and as a ool o add essing pa icula socie al o indus ial p oblems. Resea ch manage s in Lundbeck ag ee ha uni e si y-indus y collabo a ion is an impo an pa o esea ch s a egies bu emphasize a di e en main pu pose o esea ch collabo a ion. They p opose ha academic collabo a ion is impo an o de eloping new pla o ms o inno a ion wi h long- e m e ec s. Building pla o ms is qui e di e en om sol ing p oblems. In his way, a sha ed in e es in s a egic use o uni e si y-indus y collabo a ion pa es he way o a po en ially in iguing di e ence in how he main pu pose o hese collabo a ions is imagined. These simila i ies and di e ences a e cen al o he explo a ion o his hesis. To elucida e he cu en Danish esea ch policy si ua ion, I d aw on o icial documen s, law ma e ials and backg ound discussions ha illus a e he cu en 69 Danish cons uc ion. In pa icula , I ocus on he law o 2004 ha es ablished he Danish Council o S a egic Resea ch (DSF) and on a se o commen s o he 2004 law ha desc ibes he pu pose o pa icula elemen s in he law. I also d aw on websi e ma e ial om he councils and ounda ions ha go e n s a egic esea ch in Denma k. This ma e ial shows how s a egic esea ch is adminis e ed and which elemen s o s a egic esea ch a e gi en special a en ions. In addi ion, I d aw on public deba es abou s a egic esea ch in media and a con e ences. Finally, I d aw on my knowledge as a o me employee a he Danish Na ional Ad anced Technology Founda ion (DNATF) es ablished in 2005-2006 as pa o a new o ganiza ion o public esea ch unds ha ga e s a egic esea ch a pa icula impo ance. As no ed in he in oduc ion, he DNATF was es ablished o e hink and enew exis ing ways o managing publicly unded esea ch. Being pa o his p ocess implied cons an a icula ion o he di e ences be ween managing public esea ch in he con ex o he DNATF and exis ing p ac ices o adminis e ing esea ch de eloped in he con ex o he Danish Agency o Science, Technology and Inno a ion (DASTI). D awing on his ma e ial, I explo e he cu en o ganiza ion o Danish public esea ch unding. This o ganiza ion is cu en ly changing in impo an ways as he Danish poli ical pa ies ha e jus ( his au umn 2013) ag eed on a new e o m o s a egic esea ch in Denma k. Al hough appa en ly adical, howe e , he new e o m is based on some o he same p inciples ha ha e cha ac e ized he Danish esea ch ad iso y and unding sys em since 2004. Thus, i emains ele an o explo e he eme gence o he idea o in oducing s a egic esea ch as a sepa a e ield in Danish esea ch policy. I do so by analyzing he basic models o esea ch ha ha e cha ac e ized Danish esea ch policy making in ecen yea s. Finally, I explo e how managing s a egic esea ch became a conce n in Danish esea ch policy. How, hen, do cu en policy ideas abou esea ch managemen 76 e lec ed in he way councils and ounda ions co e ing s a egic esea ch in Denma k ha e de ined hei selec ion c i e ia. One o he c i e ia o selec ion sugges ed by he DNATF is de ined as “ esea ch and inno a ion o high in e na ional s anda d”,16 sugges ing ha s a egic p oblem sol ing equi es high quali y esea ch. In a simila manne , and e en mo e explici ly, he DSF has in oduced a new concep in Danish esea ch policy, which hey call ‘s a egic quali y’ (DSF 2013). Acco ding o he DSF, s a egic quali y is composed by “ he ele ance o he esea ch”, “ he po en ial e ec o he esea ch” and “ he esea ch s anda d” (ibid. 3 .). In his de ini ion, as in he DNATF’s de ini ion o ela ed c i e ia, quali y is olded in o he idea o s a egic esea ch as a componen a he same le el as socie al and indus ial ele ance. Concep s such as s a egic quali y illus a e wha we migh hink o as he undamen al ambigui y o he concep o s a egic esea ch. On he one hand, he o ganiza ion o Danish public esea ch is based on a clea sepa a ion o s a egic and basic esea ch, and o ele an and excellen esea ch. Public discou ses, e en s and deba es o en e e o his sepa a ion as a na u al gi en.17 On he o he hand, in ecen yea s, we ha e ini ia i es and new de ini ions such as s a egic quali y ha clea ly ques ions he sepa a ion o s a egic and essen ial quali ies o science. These ensions inhe en in he no ion o s a egic esea ch aise a numbe o ques ions o key impo ance o his hesis. Can s a egic esea ch no be excellen ? And can excellen esea ch no be s a egic? Fu he , wha is he ole o companies in such esea ch? A ecen epo published by he Eu opean Science Founda ion, “Science in socie y: ca ing o ou u u es in u bulen imes” add esses his ma e di ec ly and a gues o “linking excellence o ele ance and esponsibili y” (Fel e al. 2013: 4). Howe e , al hough he e a e hese ini ia i es 16 www.hoej eknologi onden.dk. 17 See Vedel and Gad 2011. 77 ha somewha so en he e minology and link domains o he wise assumed o be dis inc in new ways, i is cha ac e is ic o he Danish si ua ion ha excellence and ele ance a e gene ally seen as sepa a ed and desc ip i e o di e en esea ch p ac ices. Linea models o esea ch In Danish esea ch policy, s a egic esea ch is o en p esen ed using a linea model. An example o such a linea model was ecen ly used in he ecen Danish Inno a ion S a egy o Decembe 2012 o explain he eo ganiza ion o he Danish esea ch sys em. See diag am below ha I also showed in he in oduc ion. Illus a ion 4: The linea o ganiza ion o he Danish public esea ch ad iso y and unding sys em (Rege ingen 2012) Wha does his model illus a e? The model shows a spec um o esea ch ypes anging om basic esea ch on he le o ma ke ma u a ion on he igh . The model hen sugges s ha he ma ke , exempli ied by “consume s, companies, he 78 public sec o and o he na ions”, ep esen s a demand and ha “knowledge ins i u ions and companies” supply knowledge o mee his demand. I p oposes a dynamic ha is cons i u ed by a science and echnology push and a ma ke pull, illus a ed by he ed a ows. In he model, he main public councils and ounda ions a e loca ed om le o igh . On he a le is he Danish Na ional Resea ch Founda ion (DNRF) ha unds cen e s o excellence. He e, we also ind he Danish Council o Independen Resea ch (DFF) ha ope a es in he same ield. The h ee councils and ounda ions ha suppo s a egic esea ch ollow: he Danish Council o S a egic Resea ch (DSF), he Danish Na ional Ad anced Technology Founda ion (DNATF) and he Danish Council o Technology and Inno a ion (RTI). A he a igh closes o he ma ke we ind he G ow h Founda ion, a s a e in es men und18. Al hough he model di e en ia es be ween di e en o ms o esea ch using a scale om basic esea ch o ma ke i also illus a es po en ial o e laps be ween adjacen esea ch councils and ounda ions. Howe e , because he model is linea i does no acili a e discussion o o e laps o sha ed p ac ices be ween o ms o esea ch ha a e si ua ed a om each o he on he scale. Ce ainly, he policy no ion o quali y po en ially cu s ac oss he basic ca ego ies o he model. Bu , as I will explo e in his hesis, he e a e also o he impo an esea ch p ac ices o which such linea policy models ende us blind. Fo ins ance, in his model basic esea ch is placed a om he ma ke , sugges ing bo h ha basic esea ch and ma ke s a e di e en wo lds and ha basic esea ch has o ans o m o ma u e in o some hing else in o de o become ma ke ele an . Howe e , he speci ic cons i u ion o bo h ma ke s and basic esea ch a ies, and he e o e i is ob ious ha his model only desc ibes one ype o ela ionship whe eas we migh hink o o he s. 18 Væks onden. 79 Al hough he linea model o esea ch has been impo an in he Danish esea ch policy con ex , i s limi a ions ha e also been deba ed. Whe eas he model has been use ul o o e all policy discussions o he p io i iza ion o public unds, i use ulness as a ool o ca ego izing indi idual esea ch p ojec s has been conside ably mo e ambiguous. He e, I d aw on my expe ience om wo king in he Danish Na ional Ad anced Technology Founda ion (DNATF), since alk o hese ambigui ies ha e a ely been pa o he Danish public deba e. As no ed, he linea model acili a es b oad di e en ia ions be ween basic and s a egic esea ch wi hou accoun ing o sub le di e ences o excep ions o he ule. Howe e , his inabili y o accoun o sub le ies becomes a p oblem wi hin he indi idual councils whe e he bounda ies be ween di e en esea ch p ac ices a e o en ecognized o be much mo e blu y. As he DNATF was es ablished in 2006, we o en discussed he basic cha ac e is ics o a p ojec unded by us in compa ison wi h p ojec s unded by o he councils and ounda ions. In he selec ion p ocess, how could we iden i y a sui able p ojec ha ob iously li ed up o ou unding c i e ia? While looking o such dis inc i e cha ac e is ics, we wo ked om he expe ience ha p ojec s unded by DNATF we e qui e di e se and dis ibu ed ac oss di e en indus ies and esea ch a eas. They had di e en isk p o iles. The possibili y o succeeding seemed good o some p ojec s and less good o o he s. In o de o e alua e he de eloping unding p o ile o DNATF, we s a ed o ca ego ize p ojec s ha had ecei ed unding. Howe e , ca ego izing indi idual p ojec s was no easy. Fo ins ance, mos o he ime, e alua ing whe he a ce ain esea ch ac i i y exempli ied basic esea ch and high isk was impossible, e en o he pa icipan s in he p ojec . Consequen ly, iden i ying a clea p o ile wi hin he a ea o s a egic esea ch p o ed o be highly challenging in p ac ice. Indeed, i seemed ha DNATF p ojec s we e p ima ily cha ac e ized by d awing on qui e di e en o ms 80 o esea ch p ac ices. Thus, e en hough he linea esea ch policy model made sense as a ool o di e en ia ing he manda es o public councils and ounda ion i was ela i ely useless as a ool o ca ego izing esea ch p oposals, no o men ion desc ibing he g owing po olio o p ojec s ha had ecei ed g an s om DNATF. As I ha e shown, he Danish policy no ions o s a egic and independen esea ch d aw on a linea model o esea ch. Now, simul aneously wi h he eme gence o s a egic esea ch ins i u ions in Danish esea ch policy ano he model gained in luence, which spoke o he ques ion o how o concei e s a egic esea ch. This was Donald S okes’ model o Pas eu ’s quad an (S okes 1997). In con as o he linea model, S okes’ model sugges ed a po en ial alignmen o esea ch ambi ions ha was usually seen as apa . Le us he e o e conside he basic idea o his model and how i a ec ed he Danish policy cons uc ion o s a egic esea ch. S a egic esea ch as Pas eu ’s quad an Donald S okes o iginally p oposed he model o Pas eu ’s quad an o challenge Vanne a Bush’s dis inc ion be ween basic esea ch and applied esea ch, sugges ed in his book Science: The Endless F on ie (S okes 1997; Bush 1945). Ins ead o exis ing in sepa a e ca ego ies, S okes sugges s ha esea ch de elops om he in e play be ween di e en mo i a ions. He iden i ies wo main ambi ions o esea ch, which a e ‘a d i e owa ds undamen al unde s anding’ and ‘a d i e owa ds applied use’ (S okes 1997). By ocusing on d i es a he han s able domains, S okes emphasizes he dynamic o di e en esea ch o ms. He goes on o p opose ha unde s anding he in e play be ween he di e en mo i a ing o ces o esea ch has impo an implica ions o esea ch policy and 81 he o ganiza ion o esea ch unding. Ra he han hink only in basic o applied science policy should conside o he mixed o ms. In Denma k, S okes’ model has no been used in o icial s a egies al hough i has o en been used in public discussions o policy. Illus a ion 5: Donald S okes’ model o Pas eu ’s Quad an (S okes 1997). In S okes’ model, he y-axis ep esen s an inc easing d i e owa ds undamen al unde s anding and he x-axis an inc easing d i e owa ds applied use. In he lowe quad an on he le side, acco ding o S okes, one inds he knowledge o “common man”.19 On he lowe igh , we ind esea ch in which he d i e owa ds applied use is signi ican . Edison’s ligh bulb o e s an example. A he op le , Boh ’s quad an co e s esea ch wi h a d i e owa ds undamen al unde s anding. Finally, a he op igh , Pas eu ’s quad an combines a d i e owa ds undamen al unde s anding wi h conside a ions o use. Based on his 19 STS app oaches his e y di e en ly. See I win 1995 and I win and Wynne 1996. 82 model, S okes a gued ha some esea ch is capable o in eg a ing mo e han one d i e o di ec ion. In discussions o Danish esea ch policy, Pas eu ’s quad an model has been used o challenge a linea model o esea ch. In pa icula , he quad an enables policy make s o go beyond he limi ed no ion ha a eas o esea ch a e always clea ly delinea ed and ei he applied o basic. Thus, he main a ac ion o his model is i s po en ial o c ea ing a new o m o policy concep ualiza ion in which i is possible o basic esea ch and comme cializa ion o mee and o e lap. In a Danish con ex , he model has allowed councils and ounda ions o a gue ha s a egic esea ch is no a na ow ield bu one ha expands in many di ec ions. In he DNATF, in pa icula , he model was also used in a numbe o ways. The sec e a ia used i o s imula e discussion in he boa d abou he main ield and scope o he ounda ion. E en ually i was ag eed ha a majo i y o he ounda ion’s unded esea ch should all wi hin Pas eu ’s quad an . Fu he , i was used in he sec e a ia as a ool o ca ego izing esea ch p ojec s. He e, i in luenced discussion o incoming applica ions, o ins ance by using Pas eu ’s quad an as a ya ds ick wi h which o measu e hei s a egic quali ies. In addi ion, i was used o public communica ion abou he pu pose o he ounda ion, which was desc ibed as a connec ing high quali y esea ch wi h pe spec i es o comme cializa ion. Finally, he model was used o hink abou he challenges o s a egic esea ch o esea ch manage s. As no ed, he model ocused on b inging oge he po en ially di e en mo i a ions o esea ch. Al hough Pas eu ’s quad an was seen as a dis inc esea ch o m, he cons uc ion o he model made i clea ha i was composed by di e en d i es. In he con ex o DNATF, he speci ic challenges o esea ch manage s we e consequen ly seen as ela ed o b inging oge he and managing hese d i es. The model was hus used as a ool o discussing esea ch managemen . This leads me 83 o ask: how has esea ch managemen de eloped as a pa icula conce n, closely ela ed o he o e all ambi ion o s a egic esea ch? The ole o esea ch managemen in Danish policy A ound 2005, wi h he new o ganiza ion o he Danish esea ch ad iso y and unding sys em, he ole o esea ch manage s began o eme ge as an impo an ques ion in Danish esea ch policy. Since hen i has had a p ominen ole in Danish esea ch policy. Se e al examples can be used o illus a e his end. In 2011, he Danish Academy o Technical Sciences (ATV) ini ia ed a p ojec called ‘The Value C ea ing Uni e si y’. 20 This p ojec aimed o s imula e a deba e abou he ole o uni e si ies in Danish socie y. One o he main hemes was esea ch managemen . Al hough he deba e illus a ed a wide spec um o ideas abou ideal uni e si y esea ch managemen , he e seemed o be a gene al ag eemen abou he alue o an inc eased ocus on esea ch managemen . In he deba e, some a gued ha good esea ch managemen should always be based on ad anced echnical skills, implying ha ideal esea ch manage s a e scien is s ha ha e ad anced o become leade s. O he s a gued ha esea ch manage s should a he be p o essional manage s wi h speci ic aining in leade ship as scien is s o en make bad leade s (ATV 2012: 37), which I e u n o below.21 Simila ly, in he au umn o 2012, esea ch managemen was a key opic a yea ly ne wo king e en o he Danish Na ional Ad anced Technology Founda ion (DNATF).22 He e, he Danish Minis e o Science, Inno a ion and Highe Educa ion p esen ed he Pas eu Awa d, gi en annually o a p ojec leade ha had excelled in ‘b idge building’ be ween uni e si ies and companies in a 20 www.a .dk. 21 Amanda Goodall: “Expe Knowledge and uni e si y leade ship” a www.a .dk. 22 www.hoej eknologi onden.dk/ne ae ksdag. 84 esea ch p ojec unded by DNATF. As a hi d example, conside ha he Danish Council o S a egic Resea ch (DSF) gi es special a en ion o esea ch managemen in i s 2013 s a egy documen . In his documen , we ead ha “s a egic esea ch ac i i ies a e o be pe o med wi h due emphasis on skilled esea ch managemen ” (DSF 2013: 10). In his way, esea ch managemen has indeed become a c i e ion o ecei ing esea ch unds. Thus, esea ch managemen ideas c op up in public semina s, con e ences, in ela ion o discussion o he u u e o uni e si ies and as a basic equi emen o ecei ing unds. Talk o esea ch managemen e lec s di e se ideas abou esea ch and ice e sa; ideas abou he dynamics o esea ch managemen also illus a e wha is seen as cons i u ing esea ch p ac ices. We migh hen ask wha is i abou he na u e o s a egic esea ch in pa icula ha makes esea ch managemen appea so c ucial o success ul ou comes. As no ed, he Danish Na ional Ad anced Technology Founda ion (DNATF) and he Danish Council o S a egic Resea ch (DSF) ha e included speci ic demands o esea ch managemen in hei c i e ia o selec ing and unding esea ch p ojec s. Simila ly, as no ed abo e, in 2008 DNATF es ablished an awa d o exempla y esea ch p ojec leade ship.23 In bo h con ex s, he speci ic na u e o s a egic esea ch as connec ing se e al aims and pe spec i es (S okes 1997) has been used o explain an inc eased need o esea ch managemen . The DNATF has speci ically a emp ed o speci y he kinds o p oblems ha good esea ch managemen is mean o sol e. Acco ding o a DNATF p ojec guide, companies and uni e si ies b ing di e en alues and no ms o a p ojec . In o de o success ul collabo a ion o ake place, hese no ms and alues do no need o 23 www.hoej eknologi onden.dk (opslag). 85 me ge bu an ini ial alignmen o expec a ions is equi ed.24 This alignmen is impo an because o he wise he di e en in e es s and goals o he pa icipan s will s a o di e ge and e en ually c ea e chaos. The ask o he p ojec leade is hus o ensu e a con inuous alignmen o expec a ions and o p e en chao ic di e gence. Acco ding o DNATF, i is hus he inhe en ly di e ging na u e o s a egic esea ch ha makes esea ch managemen c ucial and hus he main accomplishmen o he p ojec leade is o se a join di ec ion. He e, p ojec manage s a e no seen as adminis a i e manage s bu a he as leade s ha a e capable o connec ing di e en pe spec i es. In Chap e 13, I e u n o a discussion o how his is seen in Lundbeck. As men ioned, he e is an in e es ing ension in he idea o esea ch managemen ha ecen policy ini ia i es such as awa ds and enewed selec ion c i e ia gi e a en ion o. On he one hand, such ini ia i es ad ance he idea o a scien i ic esea ch manage who has a backg ound in esea ch. In Denma k, ins i u ions such as he Danish Academy o Technical Sciences (ATV) highligh his idea o he echnically skilled esea ch manage . Also key con ibu o s o deba es on Danish esea ch policy ha e ad anced his idea o a science-manage based on hei backg ounds in science and co po a e esea ch managemen .25 Acco ding o hese p oponen s o scien i ic esea ch managemen , he ideal manage is a scien is wi h deep insigh in o he scien i ic con en o he p ojec . On he o he hand, o he s cul i a e jus he opposi e idea, namely, ha ideal esea ch managemen equi es p o essional leade ship. This o m o esea ch managemen has been p omo ed in Denma k wi h he ins i u ion o p o essional uni e si y managemen . Whe e uni e si y managemen used o be cons i u ed by uni e si y 24 See www.hoej eknologi onden.dk. 25 Examples o con ibu o s a e P o esso and Chai man Flemming Besenbache om The Ca lsbe g Founda ion and Jens Ros up-Nielsen, o me senio esea ch manage a Haldo Topsøe. 92 di e ence, especially an undesi able one, be ween wo iews o si ua ions”.29 In compa ison, a b idge is “a s uc u e ca ying a oad, pa h, ail oad, o canal ac oss a i e , a ine, oad, ail oad, o o he obs acle”.30 Se side by side, he idea o ‘b idging a gap’ sugges s ha he domains o uni e si y and indus y a e disconnec ed and ha i is he disconnec ion ha is undesi able. Acco dingly, a b idge is cons uc ed o allow a ic om one side o he b idge o he o he . Bu he b idge is a cons uc ion and does no become an in eg a ed pa o ei he o he wo domains. In con as , a ba ie is, again by dic iona y de ini ion, “a ence o o he obs acle ha p e en s mo emen o access”.31 He e we do no ha e an un illed space be ween wo objec s bu a he a si ua ion o adjacen objec s sepa a ed by some hing like a wall ha can be emo ed o allow in e ac ion. Al hough he me apho s o b idges and ba ie s a e no p oposed as cohe en heo ies o models, hey signi ican ly in luence he kind o esea ch ques ions ha a e pu sued in he li e a u e on uni e si y-indus y in e ac ion. In pa icula , many esea ch policy s udies de elop ques ions based on a amewo k o sepa a ed domains, which lead hem o add ess he misalignmen o disconnec ion be ween hese domains by in es iga ing ac o s and mechanisms ha make in e ac ion smoo h and e ec i e. I ba ie s and gaps we e no aken o g an ed, esea ch ques ions would ha e o be posed di e en ly. I he s a ing poin we e no sepa a e domains esea ch ques ion would no au oma ically add ess ac i i ies ha connec and align. Ra he hey would ha e o ask mo e b oadly, who o wha in e ac s and in wha ways? 29 www.ox o ddic iona ies.com. 30 www.ox o ddic iona ies.com. 31 www.ox o ddic iona ies.com. 93 Finding he igh pa ne s and means o in e ac ion Ye ano he p e alen way o p esen ing uni e si y-indus y in e ac ion is ela ed o iden i ying an ideal ma ch o uni e si ies and companies, o some op imal means o in e ac ion. Fo ins ance, in “Finding he igh pa ne s: Ins i u ional and pe sonal modes o go e nance o uni e si y-indus y ela ions” (F ei as e al. 2013) Isabel Ma ia Bodas F ei as e al. in es iga e di e en ways o app oaching uni e si y-indus y in e ac ion, which hey e e o as dis inc “go e nance modes” (ibid. 51). The au ho s ocus pa icula ly on he e ec i eness o di e en ways o go e ning uni e si y-indus y ela ions. They sugges ha he e a e wo gene al modes o go e nance. Fi s , an “ins i u ional mode o go e nance” in which in e ac ion is media ed by he adminis a i e s uc u es a he uni e si y such as echnology ans e o ices. Second, a “pe sonal con ac ual mode o go e nance” in which in e ac ion in ol es o mal and binding con ac ual ag eemen s be ween companies and academics esea che s wi hou he di ec in ol emen o a uni e si y. The au ho s a gue ha , o en, he pe sonal con ac ual mode is o e looked in he li e a u e on uni e si y-indus y in e ac ion, esul ing in a oo s ong ocus on he ole o echnology ans e o ices. They ad oca e mo e de ailed in es iga ion o o he go e nance o ms, and hey a gue ha he igh choice o go e nance model depends on a numbe o ac o s, including, he size o a company and i s endency o adap o “an open app oach o echnology and inno a ion de elopmen ” (ibid. 60). Acco dingly, hey ind ha “pe sonal modes” a e mo e e ec i e han “ins i u ional modes” o making he bes a angemen s wi h ex e nal esea ch pa ne s (ibid.). As he i le “Finding he igh pa ne s,” indica es, he au ho s also belie e ha he e is such a hing as ‘a igh pa ne ’ ha can be iden i ied in ad ance o collabo a ion. Success ully iden i ying his pa ne is p ima ily a ma e o choosing he co ec 94 go e nance model and acknowledging ha pe sonal ela ionships a e some imes mo e e ec i e han ins i u ional go e nance. O he s udies a e mo e conce ned wi h inding he bes means o in e ac ion, o en e e ed o as channels. As an example o his ype o s udy, conside Claudia De Fuen es e al. “Bes channels o academia-indus y in e ac ion o long- e m bene i ” (Fuen es and Du éni 2012). Acco ding o heses au ho s, uni e si y- indus y connec ions can be concep ualized as a h ee-s age p ocess ela ing o “d i e s o in e ac ion”, “channels o in e ac ion” and “pe cei ed bene i s o collabo a ion”. They p oposes a p ocess whe e success ul in e ac ion ini ially depends on he collabo a o s’ mo i a ion o collabo a ion, subsequen ly on how hei in e ac ion is media ed, and inally on how hey bene i om collabo a ing (ibid. 1669). These au ho s u he a gue ha he e is a pa icula pa e n be ween ini ial mo i a ion, in e ac ion channels and bene i s: “di e en d i e s o collabo a e de e mine speci ic ypes o knowledge lows h ough ce ain channels, and hese channels also ha e an impac on he speci ic bene i s ha agen s pe cei e om in e ac ion” (ibid.). Acco dingly, he au ho s de ine bes channels as he means ha gi e companies long- e m bene i s o in e ac ing wi h public esea ch ins i u ions. In e p e ed his way, hey a gue ha he e a e gene ally speaking h ee kinds o bes channels: join o con ac R&D, in ellec ual p ope y igh s (IPR), and human esou ces. Ra he han in e p e ing channels in a na ow sense as means o communica ion, he au ho s conside he o e all de ini ion o join p ojec s, IPR and he engagemen o people wi h di e en backg ounds as he mos p omising ways o ensu ing long- e m esul s. As in p e ious examples, we ind an in e es ing ela ion be ween he esea ch ques ions in his s udy and he indings. While he i le “Bes channels o academic-indus y in e ac ion o long- e m bene i ” p oduces he expec a ion o being p esen ed wi h e y speci ic and 95 conc e e mechanisms, he au ho s ind ha he bes channels a e in ac composed by a numbe o hings. These include de ining a join p ojec , de eloping in ellec ual p ope y igh s and expe ience, which a e ac i i ies ha oge he seem o co e p ac ically all o ms o in e ac ion a he han poin o one op imal channel. S udying he go e nance models ha lead o inding op imal collabo a ion pa ne s and explo ing he bes channels o in e ac ion o long- e m esul s illus a e a simila conce n o op imizing s a egies and o ms o o ganizing uni e si y-indus y in e ac ion. This conce n en ails an in e es ing embedded assump ion abou collabo a ion. The pu pose, d i e s and expec ed ou come o collabo a ion a e assumed, a leas o some ex en , o be known in ad ance o i s ini ia ion. F om his ollows he idea ha op imizing is possible acco ding o a p ede ined (s able) pu pose and expec ed ou come. As a consequence, we also ind a s ong ocus on he o ganiza ion o uni e si y-indus y in e ac ion ha in a ious ways suppo he in e ac ion. Shahid Yusu ’s s udy “In e media ing knowledge exchange be ween uni e si ies and businesses” (Yusu 2008) illus a es his conce n o suppo ing o ganiza ions. Yusu a gues ha “achie ing e ec i e knowledge exchange equi es he midwi e y o di e en kinds o in e media ies o en wo king in conce ” (ibid. 1167) and he iden i ies ou ypes o in e media ies: “ he gene al pu pose in e media y”, which is he esea ch ins i u ion, “ he specialized in e media y” exempli ied by he uni e si y echnology licensing o ice (TLO), “ he inancial in e media y” o ins ance, a en u e capi alis and, inally, “ he ins i u ional in e media y” o en a public agency (ibid. 1170). Using his ypology, he au ho a gues ha he di e en in e media ing pa ies play di e en , some imes o e lapping, oles, bu oge he hey aim o make he knowledge exchange smoo h and e ec i e. One migh no ice he dis inc ion in s udies such as his be ween he main pa ies in ol ed in 96 collabo a ion, e e ed o in gene al e ms as uni e si ies and businesses, and pa ies ha ac o me ely suppo he main in e ac ion. To alk abou in e media y o ganiza ions as sepa a e om he main pa ies equi es ce ain assump ions abou esea ch ac i i ies as being qui e sepa a e om adminis a i e and unding ac i a es. This in ol es an implici ca ego iza ion o esea ch, o which I will now a end. Pas eu scien is s and Mode 2 ac i i ies Acco ding o esea ch policy s udies uni e si y-indus y in e ac ions hus come in mul iple di e en o ms. Such s udies hus gene ally o e a ious ways o ca ego izing hese o ms and ypes. Fo an example, conside he a icle “How do collabo a ions wi h uni e si ies a ec i ms’ inno a i e pe o mance? The ole o “Pas eu scien is s” in he ad anced ma e ials ield” (Baba e al. 2009). He e, Yasuno i Baba e al. d aw on Donald S okes’ ca ego iza ion o esea ch wi h di e en d i es (see Chap e 8). D awing on S okes’ model o Pas eu ’s quad an s, Baba e al. de ine wo di e en esea che ypes, a guing ha “Pas eu scien is s” a e people “who ne e lose sigh o he desi e o ad ance scien i ic unde s anding, bu whose esea ch has po en ial eal-wo ld u ili y” (ibid. 757). In compa ison, hey de ine “s a scien is s” as “scien is s who conduc pu e basic esea ch, o ien ed o he scien i ic disco e y, ha ing li le in e es in he po en ial uses o he esea ch indings o he eal wo ld (such as Niels Boh )” (ibid.). Based on his classi ica ion, he au ho s explo e he oles ha esea che s wi h di e en expe iences ypically play in collabo a ions and hey examine how esea che s’ expe iences a ec he inno a i e pe o mance o he companies hey collabo a e wi h. They conclude ha ““Pas eu scien is s” inc ease i ms’ R&D p oduc i i y, measu ed as numbe o egis e ed pa en s”, whe eas “s a 97 scien is s” exe li le e ec on hei [companies’] inno a i e ou pu ” (ibid. 756). The endea o o dis inguish be ween di e en ypes o esea che s a he han di e en esea ch p ac ices has some pa icula e ec s. In pa icula , we can obse e a shi om conside ing o ien a ions a an o e all le el o cha ac e izing he beha io o indi iduals wi h he pu pose o e alua ing hei e ec on indus ial inno a ion. This ocus equi es he s abiliza ion o a numbe o ac o s ela ed o bo h esea ch collabo a ion and indus ial inno a ion. Fo example, i equi es s abilizing he ype o esea che and he impac ha one esea che has on an inno a ion p ocess. In he pa icula case o Baba e al., i also equi es he assump ion ha pa en s can be seen isola ed as illus a ions o inno a ion. Using S okes’ model o discuss di e en esea ch ac i i ies a he han esea che ypes, howe e , sugges s ha he same esea che migh in ac be in ol ed in a ious p ac ices, which would no lead o a uni o m se o esea che beha io s. Fo ano he example o he endea o o classi y esea che ypes, we can consul Ca ole Es ab ooks e al.’s “Knowledge ansla ion and esea ch ca ee s: Mode l and Mode ll ac i i y among heal h esea che s” (Es ab ooks e al. 2008). This pape d aws on he concep ual amewo k o Mode 2 esea ch, in oduced by Michael Gibbons, Helga Nowo ny e al., in o de o cha ac e ize he ac i i ies o indi idual esea che s. I e u n o a mo e de ailed discussion o he Mode 2 amewo k below. He e I no e ha he au ho s pu pa icula emphasis on cha ac e izing he indi idual esea che by dis inguishing be ween “applied esea che s” and “basic esea che s”, which hey ende equi alen o Mode 2 and Mode 1 knowledge p oduc ion (Es ab ooks e al. 2008: 1066). Using his e minology, he au ho s compa e he gene al cha ac e is ics o heal h esea che s wi h he speci ic “knowledge ansla ion ac i i ies” o hese esea che s. They p opose, o ins ance, ha ‘applied esea che s’ who engage in mo e ‘Mode 2 ac i i ies’ also epo mo e impac o hei wo k and “highe 98 ela ional capi al” han basic esea che s (ibid.). The au ho s hen use hese indings o discuss po en ial ensions be ween Mode 1 and Mode 2 ac i i ies, p oposing ha Mode 2 migh ake place a he cos o p omo ion, enu e, g an s and awa ds. O he analyses a e p emised no on he in oduc ion o no el schemes o classi ica ion bu on mo e adi ional ca ego ies. Thus, Ma kus Pe kmann e al.’s “Engaging excellence? E ec s o acul y quali y on uni e si y engagemen wi h indus y” (Pe kmann e al. 2011) o e s he no ion o ‘excellence’ as signi ican o classic uni e si y esea ch and p oceeds o explo e how excellen esea ch engages wi h indus y. Acco dingly, he emphasis is on how he quali y o uni e si y esea ch shapes engagemen s wi h indus y. They ask, o ins ance, whe he i is always he case ha he e is a posi i e ela ionship be ween he esea ch quali y p oduced by indi idual academics and he subsequen comme cializa ion o ha esea ch. They also insis ha he ela ionship be ween esea ch quali y and comme cial ac i i y a ies om discipline o discipline: in echnology o ien ed disciplines such as he medical and biological sciences acul y, quali y is posi i ely ela ed o indus ial in ol emen , whe eas in he social sciences hey ind his no o be he case (ibid. 756). This s udy hus illus a es a conce n wi h links be ween excellen basic esea ch and indus ial inno a ion based on he idea ha basic esea ch and indus ial inno a ion cons i u e wo ex emes in a linea spec um akin o he one we ha e p e iously encoun e ed in he con ex o Danish policy. Because o he imagined dis ance be ween hese ex emes, he idea o connec ing hem again becomes a ma e o conce n. Again, we encoun e an idea o a ‘gap’ and a no ion o ‘disciplina y dis ance’ o be ‘b idged’. In his a gumen , howe e , he excellence o echnology-o ien ed disciplines is mo e easily used o applied in indus y han excellen esea ch om social science. In o he wo ds, aside om he dis inc ion 99 be ween basic esea ch and indus ial inno a ion, i also in oduces a classi ica ion o scien i ic disciplines acco ding o how well hei basic esea ch ac i i ies ma ch he demands o indus y. While Pe kmann e al. discuss he impac o scien i ic disciplines on indus y, o he s udies add ess he in e ace be ween public and p i a e esea ch mo e di ec ly. An example o his is And ew Toole’s s udy “The impac o public basic esea ch on indus ial inno a ion: E idence om he pha maceu ical indus y” (Toole 2012). Toole is conce ned wi h he complex ela ionship be ween public esea ch and pha maceu ical inno a ion and, in pa icula , wi h he ela ion be ween public clinical esea ch and inno a ion o new molecula en i ies (NME). Toole a gues ha indus ies a e o en assumed o bene i om publicly suppo ed uni e si y esea ch. Based on his s udy o pha maceu ical indus y, he ques ions whe he his is he case. He a gues ha ac o s ha a e usually seen as ex e nal o esea ch, such as ma ke size and he egula o y s uc u e imposed by o ins ance, he U.S. Food and D ug Adminis a ion (FDA), play a much mo e signi ican ole han he in ol emen o uni e si y esea ch. This s udy sugges s ha public uni e si y esea ch does no ha e di ec impac on indus ial inno a ion and i hus ques ions p e alen ideas abou inno a ion as being me ely a ma e o a disconnec ion o public and p i a e esea ch sphe es. Pe haps e en mo e in iguingly, Toole discusses he b oade con ex o uni e si y-indus y in e ac ion. Ra he han ocusing exclusi ely on uni e si ies, indus ies and hei in e ac ions, he concludes ha he inno a ion o companies in he pha maceu ical indus y is mainly a ec ed by mundane and adi ional ac o s such as ma ke size. Thus, e en i his analysis is based on a adi ional sepa a ion o public and p i a e ac i i ies, i ends up insis ing on he need o ake o he ac o s in o conside a ion. 100 The a ious s udies o Pas eu scien is s, Mode 2 ac i i ies, excellen esea ch, and indus ial inno a ion ha I ha e examined exempli y di e en ca ego iza ions o esea ch ha s uc u e he analysis o uni e si y-indus y in e ac ion wi hin he ield o esea ch policy s udies. Acco ding o Pe kmann e al. we a e p esen ly wi ness o a s ong ocus on he esea che as an indi idual, which has opened up o new insigh s in wha d i es collabo a ion. In “Academic engagemen and comme cializa ion: A e iew o he li e a u e on uni e si y–indus y ela ions” (Pe kmann e al. 2013), Pe kmann e al. i s no e he inc easing p e alence o s udies ocusing on academic scien is s’ in ol emen in esea ch collabo a ion. As hey a gue, academic esea che s a e in ol ed in a ious o ms o collabo a ion, including “collabo a i e esea ch, con ac esea ch, consul ing and in o mal ela ionships o uni e si y-indus y knowledge ans e ” (ibid. 423). Subsequen ly, he au ho s a gue ha hese ac i i ies should be seen as “academic engagemen s” a he han “comme cializa ion” ac i i ies. These “academic engagemen s” hey a gue a e no in con as o adi ional academic ac i i ies bu a he “closely aligned” wi h hem and “pu sued by academics o access esou ces suppo ing hei esea ch agendas” (ibid.). So we see he e a o m ca ego iza ion o esea ch and esea che s ha po en ially ques ions he ele ance o ini ia ing analysis o uni e si y-indus y in e ac ion based on only conside ing he alignmen o undamen ally misaligned in e es s and ac i i ies. Ins ead, hey sugges ha indi idual esea che s a e al eady engaging in di e se ac i i ies wi h companies wi hou comp omising hei own esea ch agenda. Thus, al hough many p e alen ca ego iza ions o esea ch suppo he idea o uni e si ies and indus ies as sepa a e domains, he e a e also ca ego iza ions, such as academic engagemen s, ha seem o allow o a di e en pe spec i e on in e ac ion. 101 A s able image o in e ac ion So wha cha ac e izes some o hese p e alen ways o p esen ing and s udying uni e si y-indus y in e ac ion? Fi s , I ha e iden i ied a ecu en endency o analyze uni e si y-indus y in e ac ion in e ms o ‘b idging gaps’ and ‘b eaking ba ie s’. Al hough gaps and ba ie s ake on di e en meanings in he li e a u e, bo h e ms assume ha uni e si y and indus y ope a e as dis inc domains, ei he sepa a ed by a space o by an obs acle. Consequen ly, using hese me apho s gene a es s udies o he mul i ude o mechanisms, o ganiza ions and s a egies ha migh be imagined o connec hese se e ed domains. Second, I ha e obse ed a widely sha ed in e es in wha we migh call op imiza ion, ocused on how o make he bes and mos e ec i e use o uni e si y-indus y in e ac ion, o ins ance, in he o m o indus ial inno a ion. As we ha e seen, au ho s sugges ha in e ac ion can be imp o ed h ough ocus on di e se o ms o go e nance, means o collabo a ing and communica ing, and suppo mechanisms in he o m o in e media y o ganiza ions. Finally, I ha e commen ed on bo h adi ional and no el ways o classi ying esea ch and esea che s. Among he adi ional ca ego iza ion schemes, we ind hose ha jux apose excellen esea ch and indus ial inno a ion. Newe schemes sepa a e S a scien is om Pas eu scien is s o Mode 1 om Mode 2 ac i i ies. Like he me apho s o gaps and ba ie s hese ca ego iza ions o esea ch ha e implica ions o how uni e si y-indus y in e ac ion is app oached. Ra he han in es iga e ca ego iza ions as hey de elop in p ac ice, d awing on heo e ical models hese ca ego iza ions a e applied o explo e pa icula assumed o ms o beha io and ac i i ies among esea che s. Conside ing hese indings oge he , which kind o image do we ge o uni e si y- indus y in e ac ion, he na u e o esea ch managemen , esea ch collabo a ion, and di e en o ms o esea ch? I sugges we ge an image o ela i ely s able 108 Sho ly a e he eme gence o he T iple Helix, howe e , ano he model appea ed, which has gained p ominence and which seems o p o ide a sligh ly mo e nuanced amewo k o dealing wi h hese issues. Thus, I con inue o conside he amewo k o Mode 2 o ‘ he new p oduc ion o knowledge’ as i is also called. This amewo k is de eloped by Michael Gibbons e al. in The New P oduc ion o Knowledge. The Dynamics o Science and Resea ch in Con empo a y Socie ies (Gibbons e al. 1994) and by Helga Nowo ny e al. in Re-Thinking Science. Knowledge and he Public in an Age o Unce ain y (Nowo ny e al. 2001). Ra he han look a uni e si y-indus y-go e nmen ela ions speci ically, his model conside s he ela ionship be ween science and socie y mo e b oadly. Like he T iple Helix, he Mode 2 model a gues ha he ins i u ion o science is p esen ly unde going apid change and ha i is s ongly a ec ed by a a ie y o socie al agendas. Conside ing he ex en o which na ional and Eu opean esea ch s a egies emphasize, o ins ance, esea ch as “socie al pa ne ships” (Rege ingen 2012) his, o say he leas , seems o be a ele an pe spec i e oday. So wha a e he elemen s o his model? Science and socie y in pa ne ship In The New p oduc ion o Knowledge, Gibbons e al. a gued ha we ha e expe ienced a shi in he way knowledge is p oduced and a changing ela ionship be ween science and socie y (Gibbons e al. 1994). Nowo ny e al. u he de eloped he amewo k in 2001 wi h he book Re- hinking Science. Knowledge and he Public in an Age o Unce ain y (Nowo ny e al. 2001). Like E zkowi z and Leydesdo , Gibbons and Nowo ny e al. p opose an open dynamic amewo k o e- hinking science and i s ela ion o socie y; one ha di e s om p e ious sociological models in which science and socie y a e seen as sepa a e domains (Me on 1973). Howe e , a he han a guing ha p e ious models we e w ong, 109 he au ho s a gue ha oday we a e wi ness o a change in science-socie y ela ions so ha he Me onian model equi es adap a ion. The Mode 2 amewo k is cha ac e ized by much close in e ac ions be ween science and socie y han hose p e ious gene a ions o sociologis s o science encoun e ed. Speci ically, in Mode 2 science has become “con ex -sensi i e” and e en s a ed o me ge wi h socie y (Nowo ny e al. 2001). Consequen ly, we a e also wi ness o a new o m o socie y, e e ed o as Mode 2 socie y ha has s a ed o “speak back” o science (ibid.). In a ges al swi ch, socie y has become an agen in luencing science, a he han a s able backg ound suppo ing i . I is eadily appa en ha his amewo k di e s adically om some o he s udies p e iously discussed ha look a uni e si ies and indus y as sepa a e domains connec ed mainly by ‘b idges’ (Ko ha e al. 2013; B uneel e al. 2010; F ei as e al. 2013; Yusu 2008). Fo Gibbons and Nowo ny e al., he ele an change ha is occu ing be ween science and socie y conce ns no only he ‘b idge’ be ween science and socie y bu also he e y cons i u ion o science and socie y. Science and socie y a e equally a ec ed and ans o med by hei mu ual in e ac ions. Gibbons and Nowo ny e al. a gue ha he con ex -sensi i i y o science is a s eng h a he han a weakness. Fo example, oday, good science is no only e alua ed by s anda ds only de eloped wi hin science bu also de ined by socie al in e es s, needs and p ac ices. We migh see he idea o esea ch based on demand-d i en inno a ion as illus a ing con ex -sensi i i y. The Mode 2 model has been widely adop ed, bo h in academic discussions and among policy make s. Fo ins ance, oday, i is widely assumed among policy make s ha we need o know how knowledge is p oduced be o e we can dis ibu e public unds op imally. One migh e en see his amewo k as sel - exempli ying, de eloping a he in e sec ion o academic discussion and policy making, since one o i s main de elope s, Helga Nowo ny, is bo h p esiden o he 110 Eu opean Resea ch Council and P o esso eme i us o Social S udies o Science, ETH Zu ich. Howe e , as we see in Danish esea ch policy (see Chap e 8), mo e linea models also cons an ly challenge his dynamic amewo k. I seems ha while he o e all public esea ch s a egies d aw on Mode 2 hinking,34 he speci ic o ganiza ion o public unds u n o mo e linea models. This sugges s ha while i is easy o accoun o science and socie y ela ions a an o e all s a egic le el, i is much ha de o o ganize and manage acco ding o hem. Asymme ical desc ip ions o science and socie y Al hough he Mode 2 amewo k has been widely adop ed in esea ch policy, i has also been c i icized. One impo an c i icism comes om he an h opologis Ma ilyn S a he n whose a icle “Re-desc ibing Socie y” discusses he implica ions o he me apho o a “pa ne ship” be ween science and socie y (S a he n 2003a). S a he n sugges s ha while he Mode 2 model gene ally a gues agains a sepa a ion o science and socie y, he me apho s o “co- e olu ion” and “co-mingling” ha i d aws on none heless implies jus such a sepa a ion. A e all, he p e- ix “co-” means ‘join ly’, ‘mu ually’ o ‘ oge he wi h ano he ’. E en i his e minology is used o desc ibe closely in e mingled, e en po en ially me ging, ela ions i also con inues o main ain an image o wo componen s. Consequen ly, “e e y a emp o show how science and socie y a e implica ed in one ano he also enews each as dis inc objec s” (ibid. 268). In he amewo k o Mode 2, science and socie y appea s as each o he ’s he o ical e e ence poin , which acco ding o S a he n has p oblema ic analy ical consequences: socie y is consequen ly always cons i u ed in ela ion o science 34 See he Danish “Inno a ion S a egy” (Rege ingen 2012) and he Eu opean esea ch amewo k p og am “Ho izon 2020”. 111 and ne e conside ed on i s own e ms. S a he n does no a gue o a sepa a ion o domains bu a he o a mo e lexible app oach wha science and socie y migh mean. The ac ha he idea o sepa a e domains con inues o haun he Mode 2 amewo k becomes clea e when we conside ha he no ion o a pa ne ship. Acco ding o S a he n, he no ion o a pa ne ship is closely ela ed o he idea o a ‘ ansac ion space’ be ween science and socie y. Nowo ny e al. bo ow he idea o “ ansac ion” om he his o ian o science Pe e Galison whose no ion o he ading zone (i sel adop ed om an an h opological li e a u e) illus a es how scien is s ep esen ing “di e en cul u es” wo k oge he (Galison 1997). La e in his chap e , I discuss he no ion o he ading zone. Nowo ny e al. uses he no ion o a ansac ion space o a gue ha when in e ac ing, science and socie y migh ha e di e en in e es s: “each a ge s wha i wan s” (S a he n 2003a: 268). Howe e , S a he n sugges s, e en hough he Mode 2 model sees science and socie y as ha ing po en ially di e en in e es s, he e y idea ha hey ha e en e ed a ansac ion space c ea es he expec a ion ha hey a e none heless pa o a mu ual communica ion. In his way, S a he n a gues ha he Mode 2 amewo k en ails no only a no ma i ely imposed necessi y o in e ac ion bu also a d i e owa ds consensus: “The epis emology can be a ied, bu communica ion has o ake place” (ibid.). Again, as we ha e seen be o e, in e ac ion implies some kind o alignmen because science and socie y “appea o be consonan wi h one ano he ” (ibid. 274-275). Wha al e na i e does S a he n p opose? Acco ding o S a he n, we do no need o imagine science and socie y as in e ac ing pa ne s. D awing on e hnog aphy om Papua New Guinea, she desc ibes a con o e sy be ween a g oup o local mine s and go e nmen al ep esen a i es. In his si ua ion, no appeal was made o a common language o o any necessa y ela ionship be ween science and socie y. Science and socie y we e 112 no named as dis inc sphe es and he e o e he e was no need o acili a e “co- mingling”. Ins ead he mine s and go e nmen al ep esen a i es made wha S a he n e ms a se lemen in which hey each subsc ibed o an accoun abili y ha did no equi e ag eemen o consensus. Each side simply had i s own agenda. Con a y o Nowo ny e al.’s amewo k, he in e ac ing pa ies in S a he n’s example did no see alignmen as a basic condi ion o hei in e ac ion bu wan ed ins ead o make hei lack o ag eemen explici : “In sho , hey we e eady o en e in o a social a angemen on he basis o di e ence, no consensus.” (ibid. 272) S a he n’s c i ique o he Mode 2 amewo k is pa ly d i en by he idea ha any gene al ca ego iza ion o he componen s o science-socie y in e ac ion misses he poin : i ne e becomes comple ely clea wha cons i u es i and wha i p oduces. E en so, some hing akin o he no ion o a ‘ ansac ion space’ can be ex emely ele an when used o explo e pa icula cases. Fo ins ance, acco ding o S a he n, he Papua New Guinean example illus a es a si ua ion in which wo g oups en e a social a angemen on he basis o di e ence and no consensus and ansac s based on ha ecogni ion. Wha can ansac howe e , a e no abs ac ions, like science o go e nmen , bu a he speci ic people wi h pa icula p oblems, issues and agendas (S a he n 2003a: 272). In his way, S a he n a gues o an analy ical sensi i i y o he con ex s o ansac ions and o subs an ia ing wha Gibbons, Nowo ny e al. abs ac ly call Mode 2. Below, I e u n o wha such an empi ically o ien ed amewo k migh look like. The models o T iple Helix and Mode 2 desc ibe dynamic ela ions be ween he ins i u ions o uni e si ies, indus ies and go e nmen s and science and socie y. These models bo h highligh he complex and dynamic ela ionships be ween science, socie y and business. F om he pe spec i e o hese models, we clea ly see en angled ela ions a he han sepa a ed domains. Acco ding o he models 113 o T iple Helix and Mode 2 in e ac ion is a condi ion a he han an achie emen c ea ed by ‘b idging gaps’ o ‘b eaking ba ie s’. The main ques ion hey aises he e o e conce n he quali ies o he in e ac ion. Bu as S a he n no es, he image o in e ac ion emain a he ha monious. Wha i science, go e nmen and business con inuously in e ac bu wi hou any p emise o consensus? In ac , o he models a gue speci ically o such mo e an agonis ic o ms o con e gence and o he p e alence o asymme ical ela ions. Fo ins ance, he sociologis s S e en Pe e Vallas and Daniel Lee Kleinman p opose ha he ou come o inc easingly close ela ions be ween uni e si ies and indus ies is wha hey e m “asymme ical con e gence” (Kleinman and Vallas 2006: 37; Vallas and Kleinman 2008). They no e ha uni e si ies and companies a e ce ainly con e ging as a esul o inc easingly igh collabo a i e ela ions and de elop inc easingly simila cha ac e is ics, p ac ices and no ms. Thus, uni e si ies become ocused on comme cial ou comes and companies become in e es ed in basic knowledge p oduc ion. Bu his con e gence is somewha imbalanced, hey sugges . Fo by ocusing on comme cializa ion, he o e all pu pose o uni e si ies is, in ac , changing while indus y only ocuses on basic knowledge p oduc ion as a means o main ain hei o e all pu pose o comme cializa ion. The au ho s conclude ha his in e ac ion o en esul s in some kind o indus ial domina ion, a possibili y ha nei he he T iple Helix no Mode 2 a o ds. 35 35 In Denma k, he discussion o “imbalance” in uni e si y-indus y collabo a ion has been p e alen in bo h academic and public deba es (Emmeche and Faye 2010). See also Vedel and Gad 2011. 114 F om in e ac ion o co-p oduc ion Un il now, I ha e explo ed some o he p e alen ways in which uni e si y- indus y ela ions a e concep ualized in academic li e a u e ela ed o esea ch policy ma e s. As I ha e indica ed, hese s udies open up o di e en pe spec i es on in e ac ion be ween science, socie y and indus y. Bu e en so, we also see ce ain e minology, embedding pa icula me apho s and assump ions, sha ed by s udies o uni e si y-indus y ela ions. Implici ly o explici ly, uni e si y and indus y a e seen as sepa a e domains ha a e somehow misaligned o disconnec ed. Acco dingly, collabo a ion equi es alignmen and econnec ion, which akes place as conce n o ‘b idge building’. I ha e also iden i ied a pa icula language o op imiza ion. In o de o collabo a e, he e a e ce ain hings ha can and ough o be done such as inding an ideal pa ne o iden i ying he ideal means o communica ion. All o his p esupposes ha in ad ance o he ac ual in e ac ions ce ain kinds o ela ions can be iden i ied as pa icula ly p omising. In con as , he pe spec i e o op imiza ion shows a he li le a en ion o he ac ual dynamics o pa icula ins ances o uni e si y-indus y in e ac ion. The e a e, howe e , some models, such as he T iple Helix and Mode 2, which speci ically add ess such dynamics. These models iew he in e ela ions be ween uni e si ies, indus y and go e nmen , and science and socie y, as an al eady exis ing condi ion. Howe e , hey imply a he ha monious ela ionships among he in e ela ing pa ies. Co espondingly, hey a e less adequa e o analyzing he kinds o asymme ies such in e ela ions can imply, in he o m o di e gences in in e es s and agendas. As S a he n a gues, i is he e o e impo an o be empi ically a en i e o he di e en o ms o in e ela ions ha ac ually occu , and o hei speci ic implica ions. S a he n de elops wha we migh see as a ‘ hi d’ posi ion ha in ol es nei he sepa a e domains no ha monious consensus bu app oaches science-socie y in e ac ion as 115 an empi ical ques ion. This app oach implies desc ibing ac ual empi ical ela ions, as he i le “Re-desc ibing Socie y” indica es. Inspi ed by S a he n, I am in e es ed in de eloping a amewo k sui able o s udying s a egic esea ch in Lundbeck om such as hi d posi ion. Ra he han claiming o know in ad ance he gene al ea u es o science-indus y collabo a ions, I am in e es ed in in es iga ing hem empi ically. Bu al hough I insis on an empi ical in es iga ion his does no diminish my need o a concep ual amewo k o suppo , guide and ocus my in es iga ion. To de elop his, I now look a how in he ield o STS science-socie y in e ac ion has also been concep ualized in e ms o ‘co-p oduc ion’ (Jasano 2004). Fi s , I look a co- p oduc ion mo e gene ally and subsequen ly I discuss co-p oduc ionis concep s ha ha e been de eloped speci ically o analyze esea ch collabo a ion. A co-p oduc ion amewo k In discussions o science and policy, Sheila Jasano has in oduced he concep o co-p oduc ion o desc ibe ela ions be ween science and socie y (Jasano 2004). One o he me i s o co-p oduc ion is ha i o e s an al e na i e o he analy ical models su eyed abo e, which ocus ei he on pa ne ships o main aining a disconnec ion be ween science and indus y. Acco ding o Jasano , “ he dominan discou ses o economics, sociology and poli ical science lack ocabula ies o make sense o he un idy, une en p ocesses h ough which he p oduc ion o science and echnology becomes en angled wi h social no ms and hie a chies” (ibid. 2). Thus, co-p oduc ion is p emised on a c i ique o models ha sepa a e science om socie y, o he domain o “science, na u e, ac s, objec i i y, eason, and policy” om he domain o “cul u e, alues, subjec i i y, emo ion and poli ics” (ibid. 3). Co-p oduc ion is in line wi h S a he n’s p oposal o emain commi ed 116 o in es iga ing and accoun ing o complex phenomena empi ically, while a oiding he s a egic dele ions o pa icula con ex s ha acili a e a clea pic u e. In STS, analyses in he idiom o co-p oduc ion ha e co e ed a numbe o hemes ha Jasano e e s o as “ he eme gence o new phenomena” (Das on 2000; Picke ing 1995: La ou 1993), “ he esolu ion o con o e sy” (Richa ds and Ma in 1995; Shapin and Sha e 1985; Collins 1985), “ he s anda diza ion o knowledge and echnology” (Bowke and S a 1999; Jasano 1995; Shapin 1994; Po e 1992; La ou 1987; Kuhn 1962), and “ he encul u a ion o scien i ic p ac ices” (Kno Ce ina 1999; Rabinow 1996; T aweek 1988) (Jasano 2004: 5- 6). Viewing co-p oduc ion as some hing o an umb ella app oach a he han an in eg a ed heo e ical amewo k, I mo e on o conside a numbe o concep s each o which migh be seen o exempli y co-p oduc ion. All o hese concep s ha e been de eloped o analyze esea ch collabo a ion bu , as we shall see, hey engage in his ask om di e en angles and wi h somewha di e en esul s. One main ques ion ha has been asked in STS is wha cha ac e izes he bounda ies o science (Galison and S ump 1996; Gie yn 1999). Acco ding o he sociology o science a ilia ed wi h Robe Me on (Me on 1973), he ins i u ion o science has a numbe o unique ea u es, which make i s no ms and p ac ices dis inc om o he social domains. No leas , Me on a gued, he ins i u ion o science is cha ac e ized by he obliga ion o se aside p i a e in e es and add ess scien i ic ques ions in a disin e es ed manne (ibid.). This idea has been widely con es ed. Fo ins ance, he Belgian philosophe o science Isabelle S enge s has a gued ha a om being “dis-in e es ed” scien is s a e linked h ough in e es (S enge s 1997). New indings, echnologies and hypo heses a ac in e es , while he e y p ocess o “becoming in e es ed” can be li e changing o scien is s 117 equi ed o e hink hei heo ies, p ojec s, me hods and echnologies (ibid. 83- 84). Among STS schola s, in e es has also been a key no ion in unde s anding how labo a o y indings become scien i ic ac s (La ou 1983; 1988). In Labo a o y Li e (La ou and Woolga 1979), La ou and Woolga showed how ac s gain c edibili y and g adually become ha de o con es as hey a e aken up in socie al p ac ices ou side o labo a o y. One amous example is Louis Pas eu ’s in en ion o mic obes ha g adually was adop ed o an ibio ic accina ion ac oss F ance (La ou 1988). He e, he e is no s ong bounda y be ween he scien i ic lab and he ou side wo ld. Ins ead, he inside and he ou side we e, in Jasano ’s e m, co- p oduced. The sociologis Thomas Gie yn summa izes his iew wi h his obse a ion ha he bounda ies o science a e cul u al and “pe meable” (Gie yn 1999: 27). I he bounda ies be ween science and socie y a e pe meable and he e a e usually many in e es s a s ake hen how o unde s and he phenomenon o esea ch collabo a ion? Se e al s udies o scien i ic collabo a ion, which b oadly align wi h he no ion o co-p oduc ion, ha e deal speci ically wi h he ques ion o how scien is s wi h di e en backg ounds and iewpoin s wo k oge he and come o de ine sha ed objec s o collabo a ion. I now look a some o hese concep s ha ha e been de eloped speci ically o desc ibe esea ch collabo a ion. Fi s I p esen hem and hen I commen on he ele ance o hese concep s o my case and esea ch ques ions. Bounda y objec s Mos amous among hese concep s is S a and G ieseme ’s no ion o he bounda y objec (S a and G ieseme 1989). S a and G ieseme de ined hei 124 is p e en ing e ec i e esea ch. Ra he , hey a gue ha scien i ic p ac ice is he e ogeneous and, he e o e, he ac ha none heless esea che s do collabo a e is conside ed an in e es ing esea ch p oblem. Agains all odds, he pa icipan s somehow manage o collabo a e; so how is his p ac ically possible? Add essing his ques ion, hese schola s show how co-p oduc ion akes place in e ms o p o isional alignmen ia bounda y objec s, doable p oblems and ading zones. E en i , wi hin a co-p oduc ionis imagina y, his alignmen is only a empo a y cons uc ion, i is s ill wo hwhile o look u he in o wha is p esumed by his mode o analysis conce ning collabo a i e sameness and di e ence. In gene al, he s a ing poin o all h ee concep s is ha some hing needs o be done, whe he i is cons uc ing sha ed goals, common languages, s anda dized packages, o ules o exchange. Each o hese e ms di ec s he a en ion o cons uc ion o sameness a he han di e ence. Analyzing uni e si y-indus y collabo a ion in e ms o cons uc ing ading zone en ails ocusing on how he collabo a ing pa ies connec by es ablishing a kind o mu ual unde s anding h ough a sha ed language. Focusing on how such ading zones become cons uc ed has he implica ion ha di e ences be ween he pa icipan s become less dis inc . The awa eness o he analys is on how alignmen akes place. Bu pe haps, as S a he n sugges s, some a angemen s migh be based on explica ing and keeping in iew hese di e ences? Whe eas he no ions o bounda y objec s, ading zones and doable p oblems migh see he cons uc ion o empo a y homogenei y as he main d i e o collabo a ion, I am in e es ed in a concep ual amewo k ha is also sui able o analyzing collabo a ion as a p ocess o explica ing di e ence. I seems possible o hink o si ua ions whe e he pa icipan s in a science-indus y collabo a ion do no me ge bu a he de elop ela ions based on di e en ia ing cons uc ions o hei ela ion. I am wonde ing i i migh no be ele an and use ul o de elop a 125 co-p oduc ion amewo k ha gi es a en ion o bo h he cons uc ion o sameness and di e ence. No p edic able, s able o gene al di e ences be ween science and indus y bu sub le and ongoing di e en ia ions ha eme ge and dissol e in he cou se o a collabo a ion. Migh we e en hink o he doabili y o a esea ch p ojec as he esul o explica ing such di e ences? Wha kind o amewo k would make i possible o explo e such explica ion? D awing on Fujimu a’s e minology, migh we no expec o see a icula ion wo k ela ed o de eloping di e ences? Thus d awing on S a and G ieseme , Fujimu a, and Galison, I aise a sligh ly di e en ques ion. A e he e collabo a ions ha wo k in spi e o e y li le alignmen ? Wha is he ole o explica ing di e ence in collabo a ions? How a e he ac ions o he collabo a ing pa icipan s ela ed, o no ela ed, o ins i u ional a ilia ions? In o de o explo e hese ques ions, I in oduce and de elop he concep o he sc een in he emaining pa s o his chap e . The no ion is o be seen as a u he de elopmen o co-p oduc ionis s udies o esea ch collabo a ion. I hink o my esea ch in e es in e ms o wha I call ‘misaligned co-p oduc ion’, sugges ing ha co-p oduc ion some imes also akes he o m o misalignmen . In Chap e s 10-13, i will be clea e wha his means in p ac ice when I explo e science-indus y collabo a ion in he con ex o Lundbeck. In oducing sc eens When I s a ed o explo e s a egic esea ch and science-indus y collabo a ion in Lundbeck, I no iced ha esea ch manage s spoke a lo abou some hing hey called sc eening. Sc eening appea ed in many o ms. In he labo a o y, sc eening seemed o in ol e he design o assays o es a ious hypo heses. In scien i ic jou nals and a con e ences, sc eening o new ideas in ol ed e alua ing he s a e 126 o he a o esea ch ields. Then he e we e sc eening ac i i ies ela ed o e alua ing he quali y and sui abili y o po en ial ex e nal pa ne s. Such sc eening in ol ed sea ch ou s and mee ings wi h ex e nal esea che s and companies. Finally, I no iced a o m o sc eening ela ed o iden i ying new ma ke s o de ining unme needs in he landscape o pa ien s, compe i o s and egula o y ins i u ions. I seemed ob ious ha hese o ms o sc eening we e qui e di e en . Whe e some o ms, such as sc eening in he lab, seemed a e y pu pose ul ac i i y, o he o ms, such as sc eening o new pa ne s, in ol ed mo e expe imen a ion. Bu al hough hey en ailed di e en ac i i ies, o ms o sc eening also seemed o sha e some hing impo an . They implied ways o ca ego izing and o de ing esea ch in Lundbeck. Upon his ealiza ion, I no iced ha he no ion o sc eens has also been discussed in he ield o STS. In STS, sc eens a e used o analyze o ms o ca ego izing and o de ing. O pa icula ele ance is he wo k o he philosophe and e hnog aphe Helen Ve an who has a gued ha analy ical a en i eness o sc eens holds he p omise o acili a ing no el accoun s o science and echnology (Win he eik e al. 2011). As Ve an no es, and in line wi h my empi ical obse a ions, sc eens can be many hings and hey can ake many o ms. Di e en sc eens, she sugges s, su ound us. The e a e he ob ious physical sc eens o compu e s, came as o phones. The e a e also en i ies ha we migh no immedia ely hink o as sc eens bu none heless imply sc eening, in he sense o ca ego izing, like diag ams, lis s, and maps. Finally, we migh hink o sc eens in a mo e analy ical sense as speci ic concep ual, discu si e o ma e ial amings o wha ma e s o a p ac ice (La ou 2004). Due o his empi ical and concep ual con e gence, I g adually became cu ious abou he po en ial alue o using sc eens as an analy ical de ice o desc ibing esea ch collabo a ion and managemen . In pa icula , I wonde ed whe he he 127 no ion o sc eens could be used as a esou ce o add essing how s a egic esea ch un olded in he empi ical con ex o Lundbeck. The po en ial alue o his would be o in oduce a concep ha had an empi ical bea ing among my in o man s while, a he same ime, being e y di e en om he usual me apho s ou lined abo e desc ibing s a egic esea ch in e ms o ‘b idging’, connec ing o gene ally aligning. In ha sense, he no ion o sc eens implies a pa icula kind o undecided o la e al posi ion (Mau e 2005), nei he qui e empi ical and no qui e concep ual, o bo h a once, bu wi h a ying alences depending on con ex . Below I lesh ou his idea, by speci ying no ion o sc eens ha allow me o ake in o accoun some o he mul iple sc eens encoun e ed empi ically. To s eng hen his analy ical de ice, I also discuss a numbe o o he concep s om STS, which esemble sc eening in he sense ha I wo k wi h he concep . This amewo k, I sugges , allow me o shed u he ligh on issues o science-indus y collabo a ion and s a egic esea ch p ac ices in he ollowing chap e s. Sc eens in STS The no ion o sc eens is no a mains eam concep in STS. Howe e , Helen Ve an has ecen ly discussed sc eens in a way ha I ind aluable o he pu pose o his p ojec . Ve an d aws a pa allel be ween sc eens and indices, and she a gues ha sc eens a e p ima ily in e es ing o s udy o hei in e en ionis capaci ies. Ve an de elops he concep o sc eens by way o semio ics. In pa icula , inspi ed by Cha les Sande s Pei ce, Ve an p oposes ha sc eens a e like ‘indices’ (Win he eik e al. 2011; Ve an 2013). In Pei ce’s e minology, an index is de ined by ha ing a di ec ela ion o i s e e en . The s a emen “no smoke wi hou i e” exempli ies an index. He e, smoke indices i e, since i e is a p econdi ion o smoke, o which i di ec ly gi es ise. Fo ano he example, one migh hink o a 128 medical symp om as an index o a disease. He e, a disease p oduces he symp om, and he symp om, like e e , indexes he disease. By unde s anding sc eens as indices, Ve an a gues ha sc eens ha e a di ec ela ion o a p ac ice.36 Though semio ics is o en aken as a pu ely linguis ic endea o , Ve an sugges s ha sc een-indices go beyond language: hey in e ene in he wo ld, o ganize i and shape ac ion. Like a book index, o example, a sc een implies a pa icula o ganiza ion ha acili a es ce ain o ms o in e ac ion ( inding he passages wi h he key wo ds lis ed in he index) bu p ecludes o he s ( inding passages wi h wo ds no indexed). The keywo ds hus enable a pa icula and highly s uc u ed kind o in e ac ion wi h he book. I is no simply a ep esen a ion o he book’s con en ; i in e enes in he eade s’ wo lds by a anging hings in a pa icula way and c ea ing speci ic op ions o in e ac ing wi h hem. Ve an’s sc een-indices a e ele an s a ing poin s o my in es iga ion o science-indus y collabo a ion and aim o de eloping a amewo k capable o desc ibing misaligned co-p oduc ion. A en i eness o he mul iple o ms o sc eening ha occu in esea ch collabo a ion and managemen acili a es analysis o he implied o de s and o ms o o de ing ha hese p ac ices d aw upon. In ecen wo k, Ve an has engaged in a simila analysis o o ganiza ional isk communica ion, which ollowed he ela ion be ween sc eens and p ac ices o isk (Ve an and de Weyden hal o hcoming). He e, she demons a es how he no ion o sc eens migh be used in analyses o o ganiza ional dynamics. Bu e en so my p oblems a e also in some ways di e en .37 36 Ve an also bases he concep on Gilles Deleuze’s no ion o sc eens. Deleuze a gues ha sc eens a e like memb anes ha il e hings in pa icula ways (Deleuze 1993). 37 See Vedel 2011 o a discussion o sc eens. I became in e es ed in sc eens in 2010 du ing a PhD cou se on he opic wi h Helen Ve an and Lucy Suchman. 129 Whe e Ve an uses sc eens o look a somewha es ablished o de s and he o de ing hey en ail I am in e es ed in using sc eens o s udy p ac ices ha imply mo e dynamic cons uc ions o o de . My ma e ial implies de eloping s a egies and collabo a ions a he han consis o ai ly ins i u ed cons uc ions. The e o e, I de elop he concep o i my esea ch in e es s in misaligned co- p oduc ion and my empi ical con ex o eme gen s a egies and collabo a ions. In o de o u he de elop he no ion o sc eens, I d aw on wo addi ional concep s ha I use o emphasize and explo e impo an aspec s o my empi ical ma e ial. Sc eens as eme gen ela ions and mul iple jus i ica ions The i s no ion ha I d aw on o u he de elop a no ion o sc eens is S a he n’s idea o “eme gen ela ions” (S a he n 2003b). S a he n sugges s ha we should see scien i ic p ac ice as a con inuous p ocess o eme gen ela ions. In his way, he no ion di ec ly add esses he dynamic na u e o collabo a ion. In he discussion o eme gen ela ions, S a he n d aws on he his o ian o science Ma io Biagioli’s idea o “mul i-au ho ship” (Biagioli 2003). Mul iple au ho s cons i u e scien i ic p ac ice o he ex en ha i may e en be di icul o clea ly de e mine who and wha has been in ol ed in scien i ic in en ions (S a he n 2003b: 167). D awing a pa allel be ween “kinship ela ions” and “au ho ship”, S a he n u he a gues ha in p esen scien i ic p ac ices no ions such as “concep ion”, “o igin” and “owne ship” a e no gi en bu a he con inuously econ igu ed (S a he n 2003b: 168-169). Ins ead o seeing science-indus y collabo a ion as a wo-sided a ai in which uni e si y-based esea che s o m one cohe en pa and indus ial esea che s cons i u e ano he pa , his encou ages a iew o collabo a ion as p oduced by mul iple con ibu ions. I becomes less p edic able which con ibu ions will be made by whom and om 130 whe e. In addi ion, an in e es in eme ging ela ions gi e a en ion o ways in which objec s and esea che s change o e he cou se o a scien i ic p ojec . Ra he han assuming well-es ablished ela ions be ween pa icipan s, we can hus hink o collabo a ions as cons i u ed by de eloping connec ions be ween di e en “au ho s” and hei a ious o ms o collabo a i e “wo k”. I also ake inspi a ion om he wo k o F ench sociologis s Luc Bol anski and Lau en Thé eno on di e en “logics o jus i ica ion” (Bol anski and Thé eno 2006).38 Ra he han iewing collabo a i e misunde s andings as due o cul u al di e ences we migh see hem as exempli ying how pa icipan s appeal, mo e o less consciously, o di e en ways o jus i ying ac ion. Bol anski and Thé eno ’s no ion helps o expand he spec um o explana ions o collabo a o s’ ac ions by o e ing a nuanced al e na i e o he no ion ha collabo a o s mus be ei he academic o indus ial and ha each elies on a single mode o jus i ica ion. I do no di ec ly apply Bol anski and Thé eno ’s amewo k bu a he ake inspi a ion om he gene al idea ha he same si ua ion migh be seen and in e p e ed based on di e en epe oi es o explana ion. Thus, I use his app oach o explo e he di e en jus i ica o y logics ha migh be used e en by he same esea che o g oup o esea che s in a ious si ua ions. As desc ibed ea lie , we o en encoun e he idea ha academic esea che s apply one consis en line o hinking caused by hei p o essional and ins i u ional a ilia ion. By de eloping he no ion o mul iple sc eens o ake in o accoun di e en o ms o o de ing, eme gen ela ions and he a ied use o jus i ica o y logics in esea ch collabo a ion, I hope o o e a ich pic u e o such collabo a ions, p emised on di e ence and di e gence a he han on consensus and ha mony o 38 Bol anski and Thé eno ca ego ize jus i ica ion in o six “logics”: ci ic, ma ke , indus ial, domes ic, inspi a ion and ame (Bol anski and Thé eno 2006). 131 on inhe en ly incommensu able di e ences. I now con inue o speci y he concep ual and empi ical p oblems ha my use o sc eens should be able o co e . The mul iple sc eens o collabo a ion In his sec ion, I begin o de elop a no ion o sc eens based on he pa icula empi ical and concep ual p oblems ha my esea ch opic aises. So i s , wha kind o p oblems should my no ion o sc eens add ess? Answe ing his ques ion equi es e lec ion on bo h he na u e o my ma e ial and he esea ch in e es s o his hesis, which a e di e en om Ve an’s. Fi s , I s udy how s a egic esea ch un olds in Lundbeck. These a e no s a egies ha a e al eady se led. My ma e ial conce ns he making o new s a egies and app oaches, which akes place in dynamic, con inuous p ocesses o expe imen a ion. Ve an’s no ion o sc eens as indices ha imply o de s and a e o de ing is no comple ely adequa e o s udying p ac ices and s a egies ha a e unse led and in p ocess. Ra he han d awing on s a egies, diag ams and lis s, hese hings eme ge in an expe imen al p ocess and display di e en expec ed u u es o Lundbeck. I would like o add ess his dynamic, expe imen ing and “ u u e-gene a ing” aspec o s a egy making (Jensen 2005; Rheinbe ge 1997) in my sc eens. Also, s a egic esea ch seems o in ol e a aching pa icula impo ance o some hing, which is also an aspec o his expe imen ing p ocess ha I would like o add ess. So I am concep ually in e es ed in some hing mo e dynamic han s udying o de s and o de ing imply. Second, I s udy science-indus y collabo a ion and his is an a ena o dynamic and de eloping en i ies a he han s able ones. In Lundbeck, he abo e-men ioned s a egy making in ol es expe imen a ion no only wi h s a egies bu also wi h 132 ac ual collabo a ion and condi ions o hese. As men ioned, he no ion o he sc een should acili a e analysis o how collabo a ion de elops no only in alignmen p ocesses bu also in ac i i ies ha misalign he pa icipan s in di e en ways. Ve an’s o de s could po en ially co e alignmen and misalignmen as in ol ing di e en o de s wi h implica ions o p ac ice. Howe e , o de s seem o imply some hing sligh ly mo e pe manen han wha I ha e in mind. Like Fujimu a, I wan o conside collabo a ions om beginning o end and see how he pa icipan s cons uc hei ela ion in di e en ways and wi h changing implica ions o he collabo a ion. Thi d, my ma e ial conce ns di e en o ms o di e en ia ion. Bo h science- indus y collabo a ion and s a egy-making seem no only o be abou showing and making isible, bu also abou hiding and igno ing. In science-indus y collabo a ion, some hings a e sha ed while o he s a e ende ed in isible, o hidden. Collabo a i e s a egies in he pha maceu ical indus y a e amous o hei con iden iali y. In p ac ice, he conce ns wi h con iden iali y in ol e no only sha ing knowledge bu also s a egically hiding knowledge. Simila ly, he making o s a egies implies ha some oppo uni ies a e chosen while o he s a e s a egically igno ed. The analy ical sc eens ha I de elop should be able o co e his aspec o co-p oduc ion, which conce ns lea ing some hing ou o sigh o simply unsha ed. Ra he han use one sc een o co e hese equi emen s, I will hus de elop a amewo k o mul iple sc eens. In e e yday language and dic iona y de ini ions sc eens ha e many meanings. Some appea a he mo e s aigh o wa d han Ve an’s iew o sc eens as indices. Fo example, o sc een means: 133 x To conceal, p o ec , o shel e (someone o some hing) wi h a sc een o some hing o ming a sc een x To show (a ilm o ideo) o b oadcas (a ele ision p og am) x To es (a pe son o subs ance) o he p esence o absence o a disease x To pass (a subs ance such as g ain o coal) h ough a la ge sie e o sc een, especially so as o so i in o di e en sizes39 Acco ding o dic iona y de ini ions, “ o sc een” also means “ o keep some hing sa e and shielded om he ou side” and, in ac , also he opposi e, “ o show and pu o wa d”. To sc een can also ha e a scien i ic meaning, namely o es some hing in a sys ema ic way. Finally, sc eening can be used o emphasize he ac i i y o ca ego izing and so ing acco ding o a pa icula pu pose o aim. Conside ing hese di e se de ini ions and compa ing hem wi h he kind o p ocesses and p oblems I wish o add ess in my ma e ial has allowed me o iden i y h ee o ms o sc eens ha I iew as pa icula ly impo an o he p esen analysis. Toge he , I p opose hey enable he analysis o a se ies o impo an aspec s o how s a egic esea ch and uni e si y-indus y ela ions e ol e in Lundbeck. I e e o hese sc eens as p ojec ing sc eens, ca ego izing sc eens and occluding sc eens. P ojec ing sc eens Se e al hings migh be unde s ood as p ojec ing sc eens. Resea ch s a egy documen s illus a e one e y ma e ial o m o sc eens ha display an expec a ion o esea ch and he u u e i gene a es. As p ojec ing sc eens, s a egy documen s desc ibe a ela ion be ween p esen esea ch ac i i ies and u u e 39 www.ox o ddic iona ies.com. 140 esea ch in e es s a e di e en – I explo e expe imen a ion, s a egies and collabo a ion – I de elop he no ion o sc eens u he . Wi h inspi a ion om S a he n and Bol anski and Thé eno , I ha e de ined h ee speci ic o ms o sc eens – p ojec ing, ca ego izing and occluding sc eens. These sc eens assis me de elop nuanced empi ically o ien ed accoun s o s a egic esea ch and science- indus y collabo a ion in Lundbeck. Wi h his concep ual amewo k o sc eens in mind, I now u n o Lundbeck. 141 10. MANAGING EMERGENT RELATIONS Ea ly in my ieldwo k, I ook an in e es in a pa icula collabo a ion ha Lundbeck had ini ia ed wi h a g oup o uni e si y-based esea che s. Lundbeck esea ch manage s e e ed o his collabo a ion as “ he neu ocell collabo a ion”.45 I conce ned he e ec o a biological mechanism, neu ocell, o d ug disco e y. This chap e in es iga es how s a egic esea ch de eloped in Lundbeck in ela ion o a speci ic collabo a ion. My inqui y ocuses on he ollowing ques ions: How did Lundbeck esea ch manage s come o see his collabo a ion as s a egic esea ch? Wha cha ac e ized he esea ch as science- indus y collabo a ion? Wha did managing his collabo a ion imply? I analyze hese ques ions using he concep o sc eens ha I de ined in Chap e 9 as an analy ical ool. I look a how s a egic esea ch de eloped in his collabo a ion in p ocesses o p ojec ing, ca ego izing and occluding sc eenings. Discussion in his chap e is based on pa icipan obse a ion in app oxima ely 20 mee ings ha occu ed du ing he yea s om 2008 o 2010. In addi ion, his discussion d aws on in e iews wi h se e al Lundbeck esea ch manage s ha we e pa icula ly in ol ed in his collabo a ion. I also base his chap e on in o mal discussions wi h esea ch manage s, since a pa o he ac i i y ela ed 45 Neu ocell is a pseudonym. In he ollowing ou empi ical chap e s, I use pseudonyms o esea ch manage s in Lundbeck and hei key collabo a o s. See Appendix D o an o e iew o key people. I men ion he esea ch manage s’ ac ual i le in Lundbeck o gi e he eade insigh in o hei posi ion in he company and in o how hey, in e ms o hei posi ion, a e ela ed o o he esea ch manage s. I ha e chosen o use pseudonyms o be able o di e en ia e he esea ch manage s. Fo ins ance, using pseudonyms, I illus a e how he esea ch manage s saw pa icula e en s di e en ly, how he same esea ch manage some imes e lec ed on he same e en in di e en ways, and how he esea ch manage s we e in ol ed in qui e di e en ac i i ies. I some imes g oup he esea ch manage s as “ esea ch manage s in Lundbeck” as hey also a imes desc ibed hemsel es in gene al e ms, ypically in ela ion o collabo a o s inside o ou side Lundbeck. 142 o his collabo a ion ook place ou side o o mal mee ings, in hallways and du ing lunch. Hallway discussion o en ended wi h e lec ions such as “by he way, I hough abou he neu ocell collabo a ion, and his is wha I hink we should do.” Taking in o mal discussions in o conside a ion, o mal mee ings we e o en summa izing e lec ions ha he esea ch manage s con inuously had abou on- going collabo a ions. Fi s , I o e a sho in oduc ion o wha cha ac e ized Lundbeck esea ch manage s’ ac i i ies conce ning science-indus y collabo a ions in gene al. Then, I desc ibe wha cha ac e ized he neu ocell collabo a ion and how he collabo a ion changed and de eloped du ing key e en s. These e en s bea wi ness o he eme gen na u e o he collabo a ion. Subsequen ly, I analyze disconce men in wo episodes. I p opose ha in es iga ing he disconce men ha eme ged in he p ocess o managing his collabo a ion highligh s impo an dimensions o he na u e o s a egic esea ch and science-indus y collabo a ion. Finally, I summa ize how he concep o sc eens is use ul o making sense o his case. Becoming in e es ed in science-indus y collabo a ion I began o in es iga e ex e nal collabo a ion in Lundbeck by obse ing speci ic collabo a ions and ac i i ies ela ed o managing hem. A ound 2009 o 2010, a g oup o Lundbeck esea ch manage s egula ly discussed a hand ul o esea ch collabo a ions. These esea ch manage s we e Jens, who was he head o esea ch; La s, who was head o d ug disco e y; and Hans, he di isional di ec o o molecula neu obiology. Occasionally, his g oup was expanded o include membe s o he wo main managemen g oups, he Resea ch Managemen Boa d (RMB) and he D ug Disco e y Managemen Team (DDMT). On o he occasions, 143 he g oup expanded o include membe s om o he pa s o Lundbeck, such as Finance, Business De elopmen , Pa en s and T adema ks, and Legal. Besides he neu ocell collabo a ion, he collabo a ions ha he esea ch manage s egula ly discussed we e a collabo a ion wi h an Ame ican non-p o i esea ch ins i u ion, a po en ial esea ch collabo a ion wi h a Du ch bio ech company, and a collabo a ion wi hin a la ge Eu opean esea ch ini ia i e ha in ol ed bo h uni e si ies and companies. One o my immedia e obse a ions was ha each o hese collabo a ions was e y di e en om one ano he . Each o hem e en appea ed o ep esen a di e en model o collabo a ion. Lundbeck’s collabo a o s a ied om bio ech companies o academic esea ch g oups, and he size o he collabo a ions also changed om small g oups o ex ensi e ne wo ks o pa icipan s. Likewise, i di e ed who had aken he ini ia i e o collabo a e. Howe e , in spi e o hese appa en di e ences, i was equally appa en ha he g oup o esea ch manage s s a egically ca ego ized hese ou collabo a ions oge he and d ew pa allels be ween hem. Indeed, hey o en desc ibed hem as alike, simply because he collabo a ions sha ed an ex e nal elemen . They also o en e e ed o hese collabo a ions as simila because hey all ocused on a pa icula biological mechanism ha was expec ed o ha e an impo an ole in diseases in he cen al ne ous sys em. Resea ching hese biological mechanisms equi ed ex e nal collabo a ion since building up he expe ise in-house was seen as oo long- e m and in lexible. The biological mechanisms we e hus bo h indica i e in e ms o a new s a egy and had he po en ial o p o oundly change he u u e pipeline o Lundbeck. Discussing collabo a ions and making speci ic decisions abou hem we e he e o e a once a ma e o dealing wi h hem indi idually and in ela ion o o e all s a egy. 144 Fo his in es iga ion, I ocused on hose ac i i ies ha could be obse ed when a emp ing o make sense o hese s a egic conside a ions abou collabo a ions. Fi s o all, I obse ed ha he esea ch manage s spen a lo o ime in mee ings in which indi idual collabo a ions we e discussed and plans we e made. Collabo a ion implied asks such as planning up-coming mee ings wi h ex e nal collabo a o s; discussing scena ios o collabo a ion con ac s; deba ing go e nance s uc u es, bo h in-house and in ela ion o he ex e nal g oups; and e lec ing on incen i e s uc u es and u u e scena ios o hese collabo a ions. Dealing wi h ex e nal collabo a ion also included p epa ing p esen a ions o Lundbeck’s gene al managemen in he o m o he Boa d o Di ec o s46 and he Co po a e Managemen G oup47 ha we e o app o e la ge in es men s in new esea ch. The esea ch manage s aised a numbe o ques ions du ing he ea men o each collabo a ion: Wha a e he p ima y incen i es ha mo i a e and encou age his esea ch, o us and o he ex e nal collabo a o s? How do we manage and in luence he de elopmen o he collabo a ion? How does he po en ial ou come o his collabo a ion ela e o in-house ac i i ies? How do we p esen his oppo uni y o he gene al managemen as aluable and wo h in es ing in? Al hough hese ques ions we e a om i ial and we e gi en se ious hough , he esea ch manage s app oached hem wi h an in e es ing mix o ease and op imism. Though he de eloping collabo a ions ep esen ed some hing new and in some sense un amilia , his g oup o esea ch manage s had a amilia way o dealing wi h new and unce ain hings, on which hey we e clea ly d awing. Thus, 46 Lundbeck’s Boa d o Di ec o s consis s o six ex e nal di ec o s ha a e elec ed by Lundbeck’s sha eholde s and h ee membe s elec ed by Lundbeck’s Danish employees. 47 The Co po a e Managemen G oup (un il 2011) consis ed o he heads o Lundbeck’s main di isions. Today his la ge g oup is eplaced wi h he Execu i e Managemen ha consis s o he CEO, he head o R&D, and he head o Finance & IT. 145 despi e he appa en isks o engaging in hese collabo a ions, I no iced bo h laugh e and con idence among his g oup o manage s. The neu ocell collabo a ion pa icula ly caugh my a en ion. I obse ed ha he g oup o Lundbeck esea ch manage s spen a lo o ime on his collabo a ion, and ha hey we e especially a en i e o how his collabo a ion was aking shape. They had p e iously in e ac ed wi h membe s o he uni e si y-based esea ch g oup wi h whom hey we e collabo a ing, bu i appea ed ha he esea ch had only ecen ly s a ed o look pa icula ly in e es ing and p omising. Thus, deciding wha o do abou he collabo a ion was pa icula ly c ucial. The neu ocell collabo a ion In 2003, a g oup o esea che s made a disco e y abou he beha io o he ecep o , neu ocell, a disco e y ha soon a e was published in a leading scien i ic jou nal. The au ho s had ound ha neu ocell, a biological mechanism in he b ain, which was usually seen as playing an ac i e ole in cell g ow h, was some imes, unde ce ain condi ions, ac i ely in ol ed in he opposi e p ocess o cell dea h. The au ho s no ed he ascina ing phenomenon ha in ce ain si ua ions, o ins ance, in he case o s oke, he body’s own p o ein immedia ely s a s o kill b ain cells, wi hin minu es making he damage o a s oke wo se. This disco e y had b oad ele ance, no only o u u e esea ch bu also o d ug disco e y. Fo one hing, i became immedia ely in e es ing o unde s and how one migh p e en he ac i a ion o he neu ocell in si ua ions o cell degene a ion h ough d ug-based con ol o molecule in e ac ion. The disco e y o he su p ising e ec s o neu ocell c ea ed a lo o a en ion, no only in in e na ional esea ch ci cles, bu also in he Danish na ional con ex . Thus, in 2005, he Lundbeck Founda ion, an indus ial ounda ion g an ing money 146 o biomedical and na u al science, and he majo sha eholde o Lundbeck A/S, unded a Cen e o Excellence wi h he wo leading Danish au ho s o he disco e y, Ma in and Sø en. The cen e , known as BRAIN, was es ablished a a uni e si y in conjunc ion wi h a depa men o biomedicine. BRAIN ocused on he molecula , cellula , as well as physiological, unc ions o neu ocell. Hence, he cen e ’s ac i i ies we e inhe en ly in e disciplina y, spanning s udies o ecep o c ys al-s uc u e and s udies o physiological unc ions in animal models. I also d ew on a la ge numbe o me hodologies, including neu ophysiology, p o ein s uc u e, gene ics and s e eology. A he uni e si y, he cen e connec ed a numbe o depa men s ac oss acul ies and ac oss special ies wi hin he acul y o heal h, such as he depa men s o biomedicine and clinical medicine. The cen e also had a numbe o o icial in e na ional collabo a ion pa ne s, among hese he co-au ho o he 2004 publica ion, Hen ik, who was employed a a di e en uni e si y. Howe e , he disco e y o neu ocell’s le hal beha io did no me ely esul in s eng hening academic esea ch a BRAIN. Simul aneously, Ma in and Hen ik ounded a p i a e bio ech company called PsychoIndex, h ough which hey iled a numbe o pa en s in ol ing neu ocell echnologies. As owne s o PsychoIndex, Ma in and Hen ik con ac ed esea ch manage s a Lundbeck o discuss a collabo a ion ag eemen . Acco ding o my in e iews wi h Lundbeck esea ch manage s, Ma in and Hen ik we e exci ed abou he po en ial comme cial aspec s o hei esea ch and pa icula ly in e es ed in he oppo uni y o de elop a d ug o ea ing Alzheime ’s disease. Thei ini ial con ac led o a numbe o mee ings, including isi s a he uni e si y and a Lundbeck. Finally, i led o a small esea ch ag eemen in which Lundbeck would es he echnologies o PsychoIndex. 147 In he yea s 2006-2008, he esea ch ield o neu ocell g ew s onge . A BRAIN and a he uni e si y ha he cen e collabo a ed wi h, in ensi ied esea ch ac i i ies esul ed in se e al new disco e ies ha we e published in high-p o ile jou nals including Na u e Neu oscience, Na u e Re iews, and Jou nal o Neu oscience. As mo e speci ic ideas o how o use he indings in d ug disco e y de eloped, he collabo a ion be ween Lundbeck and he ounde s o PsychoIndex g ew inc easingly in e es ing. The g oup o esea ch manage s a Lundbeck spen much ime con empla ing how o de elop he collabo a ion. They we e especially cu ious abou he alue o he pa en ilings om PsychoIndex and abou he isk o ano he pha maceu ical company pu chasing hese pa en s, hus blocking he way o Lundbeck’s ideas conce ning de eloping a d ug o ea Alzheime ’s disease. Wo ying abou how o espond o his isk in ol ed conside a ion o a numbe o ques ions. Fo example, would i be be e o acqui e he pa en applica ions o a he o le hem ma u e in he con ex o PsychoIndex and in ela ion o BRAIN’s esea ch ac i i ies? Conside ed in isola ion, he pa en iles we e no o ob ious alue. The iles p oposed a e y b oadly de ined pa en ha would only a ely be app o ed. E en i hey we e app o ed, i was no ob ious how hey would lead o a new d ug. None heless, he e was some hing po en ially aluable and in e es ing abou he pa en iles and hei p ospec s o comme cial use. As he esul o a ho ough due diligence p ocess in 2009, he esea ch manage s a Lundbeck decided o buy PsychoIndex, he eby making PsychoIndex a subsidia y o Lundbeck. Ma in emained in cha ge o PsychoIndex as he key execu i e. This gene a ed a numbe o new ela ions be ween Lundbeck and he esea che Ma in. F om he pe spec i e o Lundbeck, he collabo a ion changed. O iginally, he collabo a ion had elied on one main ela ion be ween Lundbeck 148 and he owne s o PsychoIndex. Now, i elied on h ee sepa a e ela ions be ween Lundbeck and ex e nal collabo a o s. These new ela ions we e desc ibed in h ee con ac s. The i s con ac conce ned he acquisi ion in which Lundbeck pu chased he asse s o PsychoIndex; his was an exchange o money o pa en s. The second con ac was a consul ancy ag eemen wi h he owne s o PsychoIndex in which he owne s ad ised Lundbeck on how o use he pa en s and echnologies in hei u he in es iga ions in o he use o neu ocell as a a ge o d ugs; his was an exchange o money o ad ice. Finally, a hi d con ac ela ed o Ma in implied a new ela ion be ween Lundbeck and he uni e si y esea ch g oup. This con ac s ipula ed ha Lundbeck would gi e an annual g an o he g oup in e u n o a ‘ i s igh o e usal’ o disco e ies made by Ma in. This igh implied ha , be o e publishing, Ma in would sha e new disco e ies wi h Lundbeck and gi e he company he chance o pa en hese disco e ies be o e any o he companies was gi en he op ion. Bo h he uni e si y and Lundbeck iewed hese ag eemen s as a success. A he uni e si y, i was p esen ed as a case o how unds o “ ee” basic esea ch u ned in o knowledge ha could subsequen ly be aken ad an age o by indus y. In Lundbeck, i was seen as a success o ha e acqui ed he pa en s and es ablished a s ong collabo a ion wi h he uni e si y-based esea ch g oup. Wi h his backg ound in mind, I now u n o a mo e ca e ul discussion o he neu ocell collabo a ion. Jus om lining up he key e en s, i is clea ha he collabo a ion e ol ed a ound a biological mechanism and a numbe o key people, among hese h ee Lundbeck esea ch manage s, Jens, La s, and Hans, and h ee esea che s employed a uni e si ies, Ma in, Sø en, and Hen ik. Wha I wan o highligh , howe e , is he way key people eme ged in di e en oles and ela ions, bo h as use s and p oduce s o knowledge, h ough he collabo a ion (Woolga 149 1991). In he uni e si y con ex , o ins ance, Ma in is a p oduce o new knowledge abou neu ocell beha io . Howe e , he is also a use o he same knowledge in he con ex o PsychoIndex, whe e he iles pa en s o sell o Lundbeck. This al eady sugges s ha he is in ac ela ed o bo h Lundbeck and o he uni e si y esea ch g oup in mul iple ways. Ma in, we migh say, single- handedly c ea es nume ous science-indus y ela ions ac oss adi ional ins i u ional bounda ies. The ac ha we can obse e his me ely by desc ibing he main e en s o he collabo a ion sugges s ha unde s andings o esea ch collabo a ion indeed a e in need o mo e complex and dynamic cha ac e iza ions han he black and whi e al e na i es wi h which we a e oo o en p esen ed. Using S a he n’s e ms, we a e wi ness o a si ua ion in which he ela ions be ween au ho and wo k a e nei he s aigh o wa d no s able, bu a he eme gen and nego ia ed in he p ocess (S a he n 2003b). In ac , explo ing he no ion o he o igin o ideas and disco e ies became impo an o managing he collabo a ion. So, how, mo e speci ically, can we cha ac e ize he eme gen ela ions ha cons i u e his collabo a ion? To explo e his, I now a end o wo momen s o disconce men ha I obse ed while pa icipa ing in discussions o he neu ocell collabo a ion ha ook place in Lundbeck. As desc ibed in Chap e 7, I use disconce men as a ool o selec ing and explo ing ins ances whe e di e en sc eens appea and collide, c ea ing a undamen al unse lemen . The ans e documen Ea ly in 2009, he esea ch manage s’ conside a ions in ela ion o aking o e PsychoIndex in ol ed a p ocess o due diligence. Due diligence is a de ailed in es iga ion o e e y hing ela ed o a business ha akes place p io o signing a 252 While ou ask was o s imula e discussion abou p ojec leade s, he lis seemed a once uni e sal and disconnec ed om he cu en si ua ion in Lundbeck. I ailed o gi e a quali ied es ima e o he u u e ha Synapse was gene a ing, and i also ailed o make a s ong connec ion be ween ha po en ial u u e and he speci ic implica ions o p ojec leade s. None heless, o my conside able su p ise, he desc ip ion o he p ojec leade o he u u e did no a all disconce he RMB, which I e u n o. Be o e desc ibing he ecep ion o he desc ip ion, I b ie ly in oduce he con ex o he goal coo dina ion mee ing. As he name sugges s, a his ime in Lundbeck coo dina ion was a he cen e o he esea ch manage s’ a en ion. The goal coo dina ion mee ing The annual goal coo dina ion mee ing had he pu pose o o ganizing and aligning he speci ic goals o each a ea wi hin esea ch in Lundbeck. These a eas we e D ug Disco e y Resea ch, Non-Clinical Sa e y Resea ch, and Pa en s and T adema ks. Wi hin he a ea o D ug Disco e y, wo esea ch si es needed o be aligned: he si e in Denma k and he si e in he US. Coo dina ing ideas o esea ch be ween he Danish and he US si e was a cons an ma e o conce n o esea ch manage s. E en hough he US si e also in ol ed d ug disco e y, i was seen as jus as ex e nal o Danish d ug disco e y as o he di isions o Lundbeck.57 The coo dina ion o goals hen implied ha he head o each esea ch a ea wi hin he RMB would gi e a p esen a ion abou he coming yea ’s goals, and hey would lead o a join discussion abou cohe ence. A his pa icula mee ing wo 57 The coo dina ion be ween he Lundbeck DK and US esea ch si es is a s o y in i sel ha I ha e chosen no o include in his hesis. I isi ed he US si e in New Je sey in May 2010. He e, I conduc ed app oxima ely 20 in e iews wi h US esea ch manage s. In addi ion, I held wo wo kshops simila o he “Op imize Ex e nal Resea ch Collabo a ion” and “Fu u e models o collabo a ion” semina s. 253 addi ional i ems we e on he agenda. The i s was a new se o ope a ional p inciples in oduced by he gene al managemen o Lundbeck. The second was he p ojec leade o he u u e. The goals coo dina ion mee ing ook place a Munkebo K o, a luxu ious es au an and con e ence enue in No he n Funen, Denma k. The pa icipan s we e he RMB membe s and each o hei managemen eams. Thus, he DDMT pa icipa ed along wi h he managemen eams o Non-Clinical Sa e y Resea ch, Pa en s and T adema ks, and he US managemen eams. In addi ion o hese o dina y pa icipan s, a numbe o gues s we e in i ed in ela ion o he addi ional agenda i ems. Mo en, he human esou ce manage , and Elena, a human esou ce manage om he US si e, led he discussion abou he new ope a ing p inciples, and And eas and I pa icipa ed in he discussion o p ojec leade s. The mee ing ook place o e h ee days. The pa icipan s a i ed in he e ening on he i s day o ha e dinne and socialize. On he second day, he wo addi ional agenda i ems we e discussed. On he hi d day, he gues s pa ed and he esea ch manage s had hei goal coo dina ion discussion. Le us hen conside he sc eening o esea ch ha eme ged du ing hese discussions, and he subsequen sc eening o p ojec leade s and he u u e o ganiza ion o Lundbeck. The cul u e o esea ch On he second day o he mee ing, Jens began by gi ing a p esen a ion ha ela ed he ask o coo dina ing goals and de eloping join ope a ing p inciples o Lundbeck’s cu en si ua ion. This in ol ed depic ing he b oade pu pose o Synapse and he way in which Lundbeck, in ecen yea s, had de eloped as a company. To do his, he used a me apho o ees. 254 Illus a ion 7: The ee me apho o Lundbeck’s de elopmen . Jens’ slide showed wo ees. One was wi he ed, in b own and g ey colo s; i was li eless wi h almos no b anches. The o he was la ge and s ong, wi h lo s o b anches and hick wi h g een lea es. A e a sluggish pe iod, Lundbeck had ecen ly expe ienced e y conside able g ow h. The h i ing g een ee illus a ed his. Howe e , as also illus a ed by his ee, he g ow h was a he uncon olled. In his image y, each b anch ep esen ed a esea ch p ojec ha had been ini ia ed wi hou p io coo dina ion wi h o he p ojec s. Because he e had been li le coo dina ion in ecen yea s, he esul had been ha esea ch had de eloped a he chao ically. The ask o Synapse was consequen ly o “p une he ee”, as Jens desc ibed. This illus a ed a new app oach o esea ch ha en ailed much mo e communica ion and coo dina ion be ween di e en esea ch p ac ices, as he me apho o he synapse i sel indica ed. Al hough “p uning he ee” immedia ely seemed o sugges some hing adically new and di e en compa ed wi h he image o a g een lea y ee, i did no , o my su p ise, e oke any s ong eac ions om he g oup o esea ch manage s. The 255 use o images was ascina ing, since he g een ee was con as ed wi h he wi he ed ee ha ep esen ed he pas . Howe e , he slide did no ha e an image o a ee a e i had been p uned, and hus he g een ee seemed o illus a e some hing heal hy and desi able. Bu he g een ee did no ep esen he new di ec ion; a he he new di ec ion was e oked wi h he exp ession o “p uning he ee”. The idea o “p uning he ee” seemed o sugges educing esea ch p ojec s in numbe o con olling hem o a much la ge ex en han p e iously. Thus, i su p ised me ha he g oup o esea ch manage s did no eac mo e explici ly o wha he images we e sugges ing, and ha hey seemed o accep ha esea ch needed o be subjec ed o mo e con ol. I see he image o he ees, combined wi h he exp ession o “p uning he ee,” as a sc een ha p ojec s an idea o u u e esea ch p ac ices in Lundbeck as inc easingly con olled. In con as o Jens’ p esen a ion, he ollowing p esen a ion on he new ope a ing p inciples deeply dis u bed some o he pa icipa ing esea ch manage s. Elena, he human esou ce manage om he US esea ch si e, opened he discussion o Lundbeck’s u u e ope a ing p inciples. Wi h he aim o s imula ing a mo e cohe en cul u e in Lundbeck, he gene al managemen had in oduced ou p inciples ha we e, acco ding o esea ch manage s, somewha en o ced on hem. Indeed, i was qui e unclea o many o he esea ch manage s whe e he p inciples came om and wha hey mean . They sugges ed ha he main idea was ha i employees in Lundbeck ollowed hese p inciples in wha e e p ac ices in which hey we e in ol ed, Lundbeck would ope a e be e as a business. Fi s , Elena in oduced he ou new p inciples. They we e: “Own he u u e”, “Be ambi ious and ake ac ion”, “Be e o less” and “C ea e esul s – oge he ”. As she explained, hese p inciples we e mean o be included as soon as possible, bo h in he annual goals and in he indi idual goals o all employees. Bu 256 wha migh hey mean in he p ac ical con ex o esea ch? Fo ins ance, wha would exempli y a “Be e o less” app oach? To inspi e a discussion abou hei adap a ion, Elena, o e ed an in oduc ion o he no ion o “cul u e”. “Each o ganiza ion has a unique cul u e”, she a gued, “and so does Lundbeck”. “Bu wha is cul u e?” she asked. The e we e no esponses om he audience. The si ua ion s a ed o g ow uncom o able. “Well, I ha e b ough some examples o cul u e,” she said, and pu on a slide show. The i s slide had he i le “Wha is Cul u e?” and showed a ca oon. Illus a ion 8: The ca oon illus a ion o co po a e cul u e. Two men sa behind desks wea ing o e sized ha lequin ha s. One o hem says o he o he : “I don’ know how i s a ed, ei he . All I know is ha i is pa o ou co po a e cul u e.” He second example conce ned a company in which he CEO was always hos ile owa ds his employees. He would o en h ow pens a his employees i hey did no do as old. Elena a gued, “This is also cul u e.” Then Elena said o he c owd o manage s, “So, you see, cul u e is impo an ,” and she asked, “The ques ion is how do we mo i a e employees o adap o hese 257 ope a ing p inciples, o example, how do we mo i a e hem o ‘ hink be e wi h less’?” Anne, one o he membe s o DDMT, was clea ly a ec ed by he p esen a ion. Wi h mani es i i a ion she exclaimed: “Bu his has no hing o do wi h us!” This ab up con on a ion clea ly unse led he pa icipan s in he oom. Some s a ed o laugh since he con on a ion i sel was sligh ly emba assing. Bu Anne con inued, “The way you alk abou cul u e has no hing o do wi h us.” Elena looked comple ely su p ised by he sudden a ack and asked why. “Resea che s a e clea ly di e en ,” Anne a gued, poin ing o he slide wi h he wo men wea ing ha lequin ha s. “They a e no mo i a ed by ex e nal ac o s like you’ e sugges ing. My employees a e d i en by cu iosi y, no some o e all p inciples.” Wha seemed o ake place in he si ua ion was a discussion be ween wo di e en pe spec i es. Whe e Elena ga e an image o cul u e by d awing on a somewha popula idea o cul u e, Anne p esen ed esea ch as a unique p ac ice. Elena sugges ed ha cul u e is wha makes a g oup o people cohe e. Then she add essed he ques ion o wha mo i a es people o wo k mo e e icien ly and cohe en ly in a company, hus making esea ch a p ac ice qui e simila o o he non- esea ch p ac ices. Anne’s image o esea ch as a unique p ac ice gene a ed a di e en sc een, ca ego izing esea che s om non- esea che s. D awing on his sc een, Anne sugges ed ha esea che s a e no mo i a ed by ex e nal ac o s bu a he wo k om a p o ound in e es . The sc een ha Anne’s accoun o esea che s p oduced has he implica ion o p esen ing esea che s in Lundbeck almos as academics, o some ex en de ached om he business o Lundbeck. This was somewha su p ising, conside ing ha his sc eening o esea ch ha I ead as sugges ing some hing academic ook place in he op esea ch managemen in Lundbeck. Howe e , i was a signi ican sc eening ha was no le unchallenged. 258 Ano he esea ch manage , I ene, who was Danish bu wo king as a di isional di ec o in he US si e, in e up ed he discussion be ween Anne and Elena wi h ep essed laugh e o say, “Well, esea che s hink hey a e di e en bu hey a e eally no .” This c ea ed some amusemen , bu he a ec ed esea ch manage , Anne, did no laugh. Clea ly annoyed, she esponded, “Tell me speci ically how his applies o us and wha we a e con on ed wi h?” She added ha she saw no poin in discussing ope a ional p inciple “in loose e ms”. Then Anne e u ned o Elena’s in oduc ion o ope a ing p inciples, which sugges ed ha al hough he ou ope a ing p inciples we e sha ed, hey we e supposed o be adap ed o pa icula wo k asks in he di e en di isions. Adap ing hem mean p io i izing a join discussion o hem, as was wha ook place a he goal coo dina ion mee ing, and, as soon as possible, in eg a ing he p inciples in bo h annual goals o each di ision and employees’ indi idual goals. Anne asked, “How does discussing cul u e ela e o he ask o in eg a ing he ope a ing p inciples in he goals o my employees?” Again, his ques ion made he a mosphe e in he oom g ow ense. Elena did no answe his di ec ques ion. A his poin , Jens, who had kep in he backg ound du ing his hea ed discussion, in e up ed. He a gued ha he in oduc ion o ope a ing p inciples in he Resea ch di ision was a li le “en o ced” bu i was none heless he common pe cep ion in gene al managemen ha in oducing he p inciples had a high p io i y. Howe e , he also said, “Le ’s see how a we ge wi h his”, which seemed o calm he di isional di ec o , Anne. La s suppo ed his sugges ion o ake i easy by sugges ing ha using he ope a ing p inciples in p ac ice could be pa o he e alua ion o goals in he sp ing. How can we make sense o his in e ac ion as p oducing sc eens wi h implica ions o esea ch managemen in Lundbeck? This is an example o a public momen o disconce men . Al hough i was mainly he esea ch manage , 259 Anne, and e en ually he human esou ce manage , Elena, ha el disconce ed, he unse lemen ha hey el sp ead o he o he pa icipan s. I in e p e he disconce men as s emming om a collision o wo sc eens o esea ch ha we e p oduced by Anne and Elena. Elena’s desc ip ions o cul u e, using images o men wea ing unny ha s wi hou knowing why hey do so, c ea ed a sc een ha ca ego ized all employees in Lundbeck as he same. The analogy she made o he ca oon p o oked Anne, who expe ienced i as condescending. Anne, he esea ch manage , desc ibed esea ch as a unique p ac ice ha dly adap able o o e all ideas abou cul u e and ope a ing p inciples. Thus, he accoun gene a ed a comple ely di e en sc een in which esea ch is sepa a ed om non- esea ch. In o de o unde s and he ela ion be ween he wo con adic o y sc eens we migh back ack a li le. The head o esea ch p esen s he image o ees and p oposes ha in o de o become a heal hy company, Lundbeck esea ch ac i i ies mus become mo e coo dina ed wi h o he pa s o he o ganiza ion and also become mo e con olled. Following om his image, o sc een, Elena’s in oduc ion o ope a ing p inciple makes good sense, as he ope a ing p inciples a e mean , and p esen ed as, de ices o c ea ing mo e coo dina ion. Howe e , he e is some hing abou he sc een ha Elena p oduces ha is highly p o oking. I sugges ha he image o he wo men wea ing ha s p esen s an idea o coo dina ion in which he coo dina ion is incomp ehensible. The co e o he s o y is ha he wo men do no see he immedia e pu pose o adap ing o his cul u e o wea ing ha s. This is p o oking because, acco ding o Anne, he s a egy on in ensi ying coo dina ion in Lundbeck does ha e a comp ehensible pu pose o s imula ing be e esea ch and p oduc s, and is no only a ma e o cul u e. Also, as we shall see, many esea ch manage s did no associa e collabo a ion wi h ull in eg a ion and me ging in o one homogenous cul u e. Ra he hey saw 260 coo dina ion as a ma e o connec ing wi h a speci ic pu pose, while keeping hei dis inc esea ch p ac ices in ac . Thus, I used he no ion o sc een o explo e eme gen ideas abou collabo a ion in-house. In his case, we ha e an encoun e be ween esea che s and non- esea che s ( ep esen ed by he human esou ce manage ). I is simila o he encoun e be ween Lundbeck esea ch manage s and Mayo Clinic esea che s because i also gene a es sc eenings o esea che s and indus ialis s. Ye i is also qui e di e en om ha encoun e since i ook place in Lundbeck as an in-house discussion abou s a egies and ope a ing p inciples. None heless, in his in-house con ex we also ind si ua ions in which misaligned co-p oduc ion akes place, a poin I e u n o. Bu how did he idea o esea ch as a unique cul u e ela e o he eme gen no ion o p ojec leade s? “The spide in he web” A e his commo ion, Richa d ga e ou p esen a ion on he p ojec leade o he u u e. This in ol ed p esen ing a ange o implica ions o Synapse and he a o emen ioned lis o skills, which u u e p ojec leade s we e expec ed o ha e. Su p isingly, he ( o my mind) excessi e lis o skills did no a all pe u b he g oup o esea ch manage s. Indeed, when asked o p io i ize he lis ed quali ies, he esponse was as ollows: “Well, hey a e all impo an .” While I had an icipa ed disconce men abou an ideal image o a p ojec leade p esen ed on a slide ha seemed dense wi h unso ed in o ma ion, he manage s did no pe cei e his as a p oblem. In ac , i seemed ha o ha e a lis was a p io i y ha su passed he ele ance o he lis ed elemen s. In he con ex o coo dina ing goals, howe e , he discussion o he u u e p ojec leade se ed a gene al pu pose ha wen beyond he quali y o he lis . A e he 261 mee ing, Jens explained ha pu ing p ojec leade s on he agenda signi ied ha he RMB was al eady de eloping ideas abou p ojec leade s be o e en e ing in o a discussion o leade ship in he b oade o um o he Synapse managemen . By ha ing made his speci ica ion, i was possible o en e in o discussions abou u u e equi emen s o p ojec leade s wi h manage s om he De elopmen di ision ha saw p ojec managemen in qui e di e en ways, as I e u n o. A his ime, i was an icipa ed ha Synapse would ocus p ecisely on he ole o managemen o imp o ing collabo a ion be ween pa s o Lundbeck. While he lis o p ojec leade compe encies did no gene a e disconce men as an unso ed lis , i did aise ques ions ha sugges ed a di e en sc eening o he ole o p ojec leade s han he mul i- ace ed p ojec leade . Du ing his p esen a ion, Richa d emphasized ha , in he u u e, p ojec leade s would ha e a c ucial ole in Lundbeck. P ojec leade s would be ini ia ing new esea ch p ojec s, de eloping hem and pa ing he way wi hin he o ganiza ion, and hey would be coo dina ing wi h bo h in-house and ex e nal collabo a o s. He a o ed an image depic ing he p ojec leade as, as he said, “a spide in a web”. In his accoun , he spide was he p ojec leade and he web illus a ed he many ela ions, in e nal and ex e nal in which he p ojec leade was in ol ed. The image o a spide in a web p oduced a qui e di e en idea abou collabo a ion han he eme gen ela ions ha Hans had desc ibed in he neu ocell collabo a ion. Acco ding o he spide in he web me apho , a collabo a ion consis ed o ai ly s able ela ions ( he pa e n o he web), and he p ojec leade o he collabo a ion had a key ole (sa in he middle) in con olling hese ela ions. In ac , Richa d sugges ed ha in ex e nal collabo a ions, he spide was a Lundbeck p ojec leade ha had ull con ol o ela ions o he o he pa icipan s in he p ojec . All communica ion would go h ough his p ojec leade . The coun e a gumen , p omo ed by mysel amongs o he s, was ha 268 people in De elopmen had o change hei pe cep ion in o de o become mo e aligned wi h esea ch manage s. In he same way ha esea ch manage s saw hei o m o nea ly academic esea ch as a mo e desi able o m o esea ch han clinical esea ch, hey also saw hei compa a i ely un es ained o m o leade ship as mo e a ac i e han he con olled o m o managemen . Since hey associa ed leade ship wi h hei own o m o esea ch, i was di icul o discuss hese di e ences ou in he open. One episode, howe e , p esen ed an opening in which o add ess and discuss jus his di e ence. Du ing one wo kshop in he beha io wo k g oup, a human esou ce manage , Hanne, p esen ed a numbe o slides ha desc ibed how he di isions o Resea ch and De elopmen had p e iously desc ibed he skills o di e en manage s and leade s. These discussions had aken pa sepa a ely in he espec i e di isions. Bu Hanne had p oduced a slide in which hese ole desc ip ions we e combined. In he wo kshop, he slide eme ged as a ca ego izing sc een ha made he di e ences be ween beha io s and leade ship oles explici , and hus made i possible o speci ically add ess he di e ences be ween Resea ch p ojec leade s and De elopmen p ojec manage s. 269 Illus a ion 9: The “As Is” slide illus a ing he di e ences be ween Resea ch leade ship and De elopmen managemen . Hanne had named he diag am “The ‘As is’”, e e ing o how his slide ep esen ed he way in which he wo di isions p esen ly desc ibed a ious oles. The diag am combined a numbe o p ojec manage and leade oles – o ins ance, he “PM/D” e e ed o p ojec manage s in he de elopmen di ision and he “P ojec Leade /R” poin ed o he p ojec leade s in he esea ch di ision. These oles we e hen combined wi h “essen ial” and “desi able” beha io s o each ole, d awing on a amewo k o desc ibing compe encies, de eloped by a company. These beha io s we e, o ins ance, “Deciding and Ini ia ing Ac ions”, “Lea ning and Resea ching” and “Planning and O ganizing”. The e we e 20 beha io s lis ed. Fo each ole, esea ch and de eloped manage s had ma ked which beha io s hey ound ei he “essen ial” (ma ked by a g een do ), “desi able” (ma ked by yellow) o “no ele an ” (ma ked by no do ). 270 Hanne did no make much ou o he slide and was al eady p epa ing o mo e on when Jø gen who chai ed he beha io wo k g oup, asked he o wai a minu e. “Aha! This is in e es ing!” he said. This inc eased he a en ion o he wo king g oup membe s who we e now s a ing in en ly a he slides. Jon, a chie scien is who had been occupied wi h his iPad, looked up and immedia ely said, “Isn’ i in e es ing ha c ea ing and inno a ing isn’ seen as essen ial o De elopmen manage s? I ’s no e en ma ked as a desi able beha io .” The g oup looked a he slide. Jø gen poin ed o he slide and sugges ed: “This migh be he p oblem. We ha e qui e di e en ideas abou leade ship and managemen .” The pa icipa ing esea ch manage s, including he BCG consul an , all seemed o be uncom o able abou he slide ha so ob iously spelled ou a di e ence ha o he wise ended o emain aci . Howe e , he e was also some elie ha he discussion o he ma e , wi hou coming o he poin , seemed o ha e come o an end. Ra he han showing any sign o disconce men , Tanja, a de elopmen manage , esponded: “No, I disag ee. I don’ see ha he e is a p oblem he e”. In he iew he slide illus a ed pe ec ly bo h how hings we e and how hey should be. “I do no wan p ojec leade s unning a ound and dis u bing hings,” she explained. She calmly a gued ha in de elopmen p ocesses “c ea ing and inno a ing” was in ac no app op ia e beha io . She explained ha she saw esea ch and de elopmen as wo qui e di e en hings, and he slide accu a ely displayed his. She hen a gued ha in de elopmen p ocesses, managemen was he p ope solu ion, since de elopmen was abou “keeping hings on ack” and no di e ging in all di ec ions. This in e en ion ook place du ing he Hanne’s p esen a ion. Jø gen, who had ini ia ed a discussion abou he slide, seemed o accep ha Tanja did no see he di e ence as a p oblem. A e a momen o quie ly con empla ing he slide, he sugges ed mo ing on. 271 In o de o in e p e his disc epancy, we may no e ha he slide in oduces a sc een ha de ines speci ic ela ions be ween Resea ch and De elopmen , and also be ween leade ship and managemen . Acco ding o he slide, esea ch p ojec leade ship is essen ially abou “deciding and ini ia ing ac ions”, “wo king wi h people”, “ ela ing and ne wo king”, “pe suading and in luencing”, “p esen ing and communica ing knowledge”, “planning and o ganizing”, and “en ep eneu ial and comme cial hinking”. In con as , acco ding o he slide de elopmen p ojec managemen is essen ially abou “Wo king wi h people”, “planning and o ganizing”, “deli e ing esul s and mee ing collabo a o s expec a ions”, “en ep eneu ial and comme cial hinking” and “adap ing and esponding o change”. Chai ing esea ch manage , Jø gen, sugges s ha he slide isualizes a p oblem o collabo a ion because esea ch and de elopmen p ojec s a e no managed acco ding o he same ideas abou wha managemen should in ol e. To him, collabo a ion should e ol e om a mo e aligned o m o managemen s yle, based on he essen ial quali ies o p ojec leade ship in esea ch. In con as , he de elopmen manage , Tanja, sees a di e en sc een ha ca ego izes Resea ch and De elopmen as oo qui e di e en p ac ices ha equi e di e en managemen . She sugges s ha he di e ence ha he sc een makes isual is no a p oblem. In he accoun , he diag am as sc een only displays ha collabo a ion should be based on an unde s anding o he impo an di e ences be ween esea ch and de elopmen . Collabo a ion is no a ma e o aligning managemen s yles bu abou app ecia ing di e ence. In Lundbeck, in he con ex o Synapse, ideas abou collabo a ion and leade ship de eloped om ideas abou wha esea ch implies in Lundbeck, and how i po en ially connec s wi h o he (non- esea ch) p ac ices. As we saw a he goal coo dina ion mee ing, he inc easing in eg a ion and alignmen ha Synapse and he new ope a ing p inciples in oduced made i mo e c ucial o esea ch 272 manage s o explica e wha was dis inc abou esea ch. As he di ec collabo a ion be ween Resea ch and De elopmen manage s in he beha io wo k g oup illus a ed, in-house collabo a ion was uelled by misalignmen as well as alignmen . Seen as illus a i e o a o m o science-indus y collabo a ion, we migh no ice a di e ence be ween esea ch manage s’ collabo a ion wi h ex e nal academic esea che s and wi h in-house de elopmen manage s. I seemed ha whe e ex e nal collabo a ion mean becoming academic a some c ucial poin s, in-house collabo a ion did no imply ha esea ch manage s became de elopmen manage s a some poin . I p opose ha compa ing his case o collabo a ion wi h Lundbeck’s ex e nal collabo a ions shows some hing impo an abou science-indus y collabo a ion. In bo h cases, we see ins ances o misaligned co-p oduc ion in which collabo a ion de elops om ideas abou being di e en . In ex e nal collabo a ions he need o misalign eme ges om condi ions in which Lundbeck esea ch manage s a e in ac e y simila o hei academic collabo a o s. Howe e , in Lundbeck misalignmen de elops om being pa o he same company bu none heless esis ing ha his condi ion implies cohe ence and sameness. Lundbeck esea ch is consequen ly sc eened as di e en in bo h cases, howe e o qui e di e en easons and wi h di e en ou comes. Be o e concluding, I b ie ly conside he speci ic ou comes o Synapse in he yea s 2011 o 2013. Synapse o icially came o an end in 2011 and was eplaced by a phase o implemen a ion. This phase was e e ed o as “Syne gy” in o de o emphasize con inued e o s o s eng hen in e ac ion be ween di e en pa s o Lundbeck. Bu wha we e he ou comes o Synapse? And wha ideas abou in eg a ion, collabo a ion and esea ch managemen did hese ou comes e lec ? I add ess hese ques ions in he ollowing sec ion. 273 Synap ic ou comes One o he mos impo an and angible ou comes o Synapse Poin 5.2 was an “R&D ope a ing model”. The model was cons i u ed by he indi idual ecommenda ions ha he wo king g oups had de eloped, and on which he Synapse managemen had signed o . The model hus eme ged di ec ly om he Synapse wo k s eams. I included a new go e nance model o R&D eple e wi h new boa ds, managemen eams and guidelines o knowledge sha ing. I also included guidelines o he expec ed beha io o boa d membe s and p ojec leade s. In he beha io wo k g oup i became clea ha de ining a uni e sal model o p ojec leade ship in Lundbeck was ha dly possible o e en ele an . Ra he , he g oup’s wo k sugges ed ha he e we e qui e signi ican di e ences be ween p ojec leade ship and p ojec managemen , co esponding o he di e en wo k asks o he wo di isions. In he Resea ch di ision, p ojec leade s we e mul i- ace ed scien is s ha had a key ole in mo ing esea ch p ojec s o wa d. This in ol ed a pa icula kind o e lexi i y, known as “doing he igh hing”, e en i doing so wen agains no mal p ac ice and in ol ed doing some hing unexpec ed. In he De elopmen di ision, in con as , p ojec manage s we e p o essional manage s ha we e o ganized in a P ojec Manage uni . De elopmen p ojec s we e esou ced wi h p ojec manage s om his uni , no in en ed by hem. Ra he han ein en p ocesses, de elopmen p ojec manage s we e o keep p ojec s “on ack” by s abilizing as many ac o s as possible. This di e ence be ween leade s and manage s was no coinciden al, no did i e lec a mo e ad anced cul u e in Resea ch. Ra he , i illus a ed a di e ence in he objec i es hese p ojec leade s o manage s we e wo king wi h and owa ds. Ins ead o de eloping one gene al concep o manage s/leade s in Lundbeck, i was e en ually decided o accep he di e ences. The esea ch manage s accep ed 274 ha hey should no aim o u n de elopmen manage s in o leade s by e e ing o he dis inc na u e o esea ch. Focusing on he di e ences mean c ea ing a join unde s anding o he di e se p ocesses o he alue chain. In p ac ice, a new p ojec leade aining p og am was de eloped and ini ia ed. The p og am b ough p ojec leade s om Resea ch and p ojec manage s om De elopmen oge he in one-day mee ings, du ing which hey ocused on he pa icula cha ac e is ics and aims o each pa o he p ocess. The in en was o c ea e a mu ual unde s anding based on he idea ha collabo a ion would become much easie once he pa icipan s had a ho ough unde s anding o he speci ic challenges and conce ns o o he s. Synapse 5.2 was amed as an exe cise ha had he pu pose o de eloping a close connec ion be ween he di isions o Resea ch and De elopmen , and di e en ideas o collabo a ion we e shaped in his con ex o join p ojec leade aining. In he con ex o he beha io wo k g oup, some esea ch manage s p oposed ha c ea ing a close connec ion would equi e de eloping simila app oaches wi h an emphasis on p ojec leade ship. This simila i y was no imagined o ake he o m o a “ hi d” app oach o managemen /leade ship. Ra he i implied ha p ojec manage s om he De elopmen di ision would simply adap o he cul u e o esea ch and leade ship. The idea o adap a ion was in iguing in his con ex . Resea ch manage s sugges ed ha esea ch was a dis inc p ac ice ha did no easily adap o gene al o ganiza ional p inciples. None heless, some o he pa icipan s in he beha io wo k g oup sugges ed ha o he pa s o Lundbeck migh adap o he cul u e o esea ch. Collabo a ion, om he pe spec i e o esea ch manage s, became equi alen o a kind o imposed alignmen . In con as , a e Synapse, in he con ex o he new R&D p ojec leade p og am, collabo a ion became a ma e o “unde s anding di e ences” wi hou 275 an icipa ing s ong alignmen o he me ging o dis inc cul u es and managemen o ms. In he con ex o he pos -Synapse p ojec leade p og am, an idea o collabo a ion as “unde s anding di e ences” eme ged. Collabo a ion was de ined as esul ing om a p ocess o c ea ing inc eased unde s anding o he pa icula phases o de eloping a d ug. P ojec leade s and manage s we e en olled in a join cou se in which a conside a e pa o he aining conce ned he pha maceu ical alue chain, om d ug disco e y o sales and ma ke ing. A di isional di ec o om he De elopmen di ision and wo membe s o he p ojec leade wo king g oup (And eas, he chie scien is s and Mo en, he human esou ce manage ) de eloped he p ojec leade aining p og am. I was based on he assump ion ha he mo e in o ma ion he pa icipan s gained abou each o he ’s wo k p ac ices, he be e hey would unde s and each o he . E en ually coo dina ion would also become easie . I sugges ha we migh see his p ojec leade aining p og am as g adually de eloping a new sc een o ca ego izing collabo a ion. Ra he han me ge and align di e en p ac ices, he new sc een d ew on sub le classi ica ion o di e en wo k asks and how hey ela ed o each o he . The main conce n was no o smoo h ou di e ences be ween wo k p ac ices, bu a he o de elop mu ual app ecia ion o hose di e ences. I p opose ha , in his phase, di e en pa s o Lundbeck we e made accoun able o each o he while also acknowledging ha collabo a ion did no equi e using wo k in o one p ac ice. We migh conside his a o m o in en ional misaligned co-p oduc ion. The p ojec leade aining p og am was based on an idea o co-p oduc ion be ween Resea ch and De elopmen . Bu i was also de eloped om an acknowledgemen o misalignmen , which was di e en om he gene al ope a ing p inciples and sha ed no ions o managemen /leade ship. In he con ex o he p ojec leade aining p og am, 276 misaligned co-p oduc ion was in ended and seen as a cons uc i e app oach o collabo a ion be ween esea ch and de elopmen in Lundbeck. Conclusion This chap e has shown how a ious ac i i ies in Lundbeck gene a ed sc eenings wi h implica ions o esea ch, managemen and collabo a ion. Fi s , in he con ex o he “Op imize Ex e nal Resea ch Collabo a ion” wo kshops, we saw a sc een ha di e en ia ed ex e nal collabo a ion om in-house esea ch. Then, a he coo dina ion mee ing, and in pa icula in he discussion o adap ing o gene al ope a ing p inciples, we saw a sc een ha di e en ia ed esea ch om non- esea ch. Subsequen ly, in he beha io wo k g oup, we saw a sc een ha dis inguished p ojec leade s om p ojec manage s, de eloping a hie a chy be ween leade s and manage s by a ibu ing mo e alue o leade s, and o esea ch. Finally, in he con ex o he p ojec leade aining p og am, ac i i ies p oduced a sc een ha sepa a ed d ug disco e y om d ug de elopmen , wi hou simul aneously p ojec ing his di e ence as a p oblem o u u e inno a ion. Thus we saw a numbe o sc eens. Many o hese sc eens s a ed ou as a he c ude sc eens ha hen g adually dissol ed, as hey we e challenged by ce ain hings o en ela ed o p esen p ac ices. We see s a egic esea ch de eloping h ough sc eens ha ca ego ize, occlude and p ojec . This chap e also illus a ed ha collabo a ion wi hin Lundbeck akes place as a o m o misaligned co-p oduc ion in which he esea ch manage is seen as ha ing a pa icula ole. This ole pa ly esembles he no ion o p ojec leade s seen as ‘b idge builde s’, as de eloped in bo h Danish esea ch policy and policy esea ch (See Chap e s 8 and 9). In policy, p ojec leade s a e expec ed o connec he di e se cul u es o uni e si ies and companies, and in Lundbeck p ojec 277 leade s a e in pa an icipa ed o play an impo an ole in connec ing he domains o Resea ch and De elopmen . Bu he idea o p ojec leade s as b idge builde s in Lundbeck also di e s om he no ion ound in policy. As we saw, he e a e di e en ypes o leade s and manage s in Lundbeck, no all o which a e seen as connec ing sepa a e p ac ices. Despi e he Synapse p ojec ion o making connec ions, pa s o Lundbeck a e no seen as comple ely disconnec ed. The e is also a sense o cohe ence ha comes om being pa o one company ha we do no ind in policy desc ip ions o science-indus y ela ions. Misaligned co-p oduc ion was pa icula ly isible in h ee cases. Fi s , in he si ua ion whe e esea ch manage s encoun e ed gene al ope a ing p inciples. In his si ua ion, bo h Synapse and he in oduced ope a ing p inciples desc ibed co- p oduc ion. Howe e , he esea ch manage s challenged he idea o oo s ong an alignmen , wi h e e ence o he dis inc na u e o esea ch, which p oduced a misalignmen wi hin co-p oduc ion. Second, in he con ex o he beha io wo k g oup, again Synapse and poin 5.2 c ea ed an an icipa ion o collabo a ion and me ging. Howe e , he de elopmen manage esis ed his idea and sugges ed misalignmen by e e ing o he di e ences be ween Resea ch and De elopmen p ac ices. Finally, in he con ex o he p ojec leade aining p og am, co- p oduc ion was no longe seen as a ma e o me ging cul u es, bu was om he s a amed as misaligned. The inding o misaligned co-p oduc ion aises ques ions abou wha he main challenges o science-indus y collabo a ion a e, bo h be ween academic and indus ial esea che s, and wi hin esea ch-based companies. ‘B idge building’ migh no be he bes way o unde s anding such collabo a ion since he pa icipan s migh no be sepa a e in any s able o p edic able way. Thus unde s anding hese ela ions, and how hey a e managed, emains an empi ical ques ion. I now mo e o he conclusion o he hesis. 284 somewha easie o be speci ic abou wha hese objec s do as sc eens. In addi ion o obse ing wha hese documen s do in p ac ice si ua ions, he ma e iali y o hem makes i possible o ake hem home wi h you, si wi h hem and e lec on how and wha hey ca ego ize, occlude o p ojec . In con as , mo e discu si e hings a e ela i ely ha d o handle analy ically as sc eens. I is mo e di icul o be speci ic abou hei sc eening quali ies and o en hey appea in e es ing only as pa o a pa icula composi ion o hings. Again he i s encoun e wi h he Mayo Clinic se es as a good example. He e, he sc een was no a documen o a single exp ession bu a he a se o ci cums ances. The sc een was comp ised by a mix u e o he pa icipan s’ a i udes, by how hey we e a anged in he oom, and by wha hey said and how hey ac ed. This si ua ion is mo e di icul o analyze as a sc een bu no less in e es ing. In ac , I would sugges ha al hough he no ion o sc eens migh appea o be somewha s e ched when i is used o look a ob iously discou se ocused e en s like mee ings, such e en s a e po en ially wha i is mos in e es ing o s udy. Indeed, looking a mee ings and encoun e s opens up a lo o explici a icula ion wo k ela ed no only o desc ibing and planning esea ch bu also o de ining he pa icipan s’ engagemen s and oles. I is pa icula ly in e es ing o examine he p ocesses whe eby sc eens change. Fo ins ance, I ha e o e ed examples o how esea che s in Lundbeck encoun e ed speci ic ca ego iza ions o hem as in es o s o indus ialis s. A ce ain imes, hese ca ego iza ions we e welcomed; indeed hey we e impo an o making wha I e e ed o as misaligned co-p oduc ion. Bu a o he imes, hese ca ego iza ions p e en ed deep engagemen in new esea ch a eas. Thus, I ha e also discussed how Lundbeck esea che s a emp ed o change ca ego izing sc eens by ac ing o alking in a way ha s imula ed di e en o ms o 285 classi ica ion. Indeed, we ha e come ac oss some e y ac i e o ms o sc een change such as he adop ion o cul u al codes, like pu ing on a c eased shi o asking echnical ques ions when in he company o academics. This goes o show ha sc eens a e no always passi ely accep ed bu ha people engage in ac i i ies o change hem. S eng hs and weaknesses o he no ion o sc eens The main s eng h o he concep o sc eens is i s concep ual lexibili y. This has allowed me o concei e science-indus y collabo a ion in a new way. Thus, ocusing on sc eens has allowed me o conside he simul aneous co-p oduc ion o sameness and di e ence in science-indus y collabo a ion. In pa icula , sc eens o e ed a amewo k o explo ing cons uc ions o ela ions, wi hou in ad ance se ing up expec a ions o inding ei he sameness o di e ence. My in en was hus o a oid bo h he p e alen idea ha science and indus y a e sepa a e domains and he opposi e, ha such collabo a ions ei he p esume o c ea e simila i y. The analy ical ool o sc eens hus o e ed a lexible way o e hinking he dynamics o science-indus y collabo a ion by cha ac e izing how a ious cons uc ions make collabo a ion possible. This lexibili y made he analy ical amewo k o sc eens adap able o my empi ical con ex bu po en ially i also makes i ans e able o o he con ex s. Al hough I ha e emphasized ca ego izing, occluding and p ojec ing sc eens, in o he con ex s di e en sc eens may be ele an , and he ones I ha e iden i ied less so. My main poin is simply ha he amewo k o sc eens is i sel po en ially lexible and adap able o di e se con ex s. Howe e , his lexibili y is also, as I see i , he cen al po en ial weakness o his analy ical ool. Thus i migh be objec ed ha he e y lexibili y o sc eens is a 286 consequence o no using he concep wi h su icien cla i y, p ecision and consis ency. In u u e esea ch, I he e o e belie e i will be bo h in e es ing and aluable o explo e mo e speci ic aspec s o sc eens. This migh , o ins ance, en ail looking a speci ic objec s in e ms o pa icula sc eens. This could be done by s udying collabo a ion con ac s only, and in de ail, as ca ego izing sc eens. I migh also en ail s udying he analy ical phenomenon o in en ional sc een change, as desc ibed abo e. In his sense, na owing and speci ying i s analy ical and empi ical a eas o applica ion may enhance he concep o sc eens. In his hesis, howe e , my main pu pose was o de elop and es he amewo k o sc eens and o see wha new insigh s his migh gi e in e ms o unde s anding s a egic esea ch, science-indus y collabo a ion and esea ch managemen . Disconce men Disconce men was one o he cen al me hodological ools wi h which I ha e explo ed s a egic esea ch in Lundbeck. Disconce men was used as a de ice o selec ing pa icula cases and si ua ions o analysis. I has also wo ked as an o ganizing ool ha has gi en ce ain e en s and accoun s a p ominen ole in he hesis. Hence, he hesis has o e ed mo e accoun s o su p ising o unusual si ua ions han desc ip ions o wha esea che s do when hey no mally do esea ch in Lundbeck. As pa o his p ocess, I ha e iden i ied di e en o ms o disconce men . Fi s , he e is he esea che s’ disconce men , which is wha Ve an encou ages us o ake se iously (Ve an 2001). The esea che encoun e s su p ising hings in he ield hough hey a e no necessa ily su p ising o people in he ield. Second, I ha e poin ed o public o ms o disconce men in which he esea che and people in he ield sha e a momen o disconce men . A e he e en , he e migh 287 be di e en in e p e a ions o wha caused he disconce men bu his o m o disconce men is cha ac e ized by a sha ed sense ha some hing was w ong. Finally, I ha e iden i ied a hi d o m o disconce men , which ook he o m o people in he ield e elling s o ies abou pas disconce ing e en s. This is nei he he esea che ’s disconce men no a sha ed o m o disconce men . The c i ical momen o disconce men has passed (i migh e en be yea s ago) bu i is s ill i idly ecalled because i illus a ed some hing impo an abou wha wen on in a pa icula si ua ion. Disconce men is an in e es ing me hodological ool because i add esses si ua ions whe e hings a e ou o o de . Explo ing hese momen s hus gi es us a key o unde s anding wha ha o de is assumed o be. Fo ins ance, in he case o he Mayo Clinic, I would no ha e been able o see ha he e was some hing w ong wi h he mee ing si ua ion unless he pa icipan s ha I la e in e iewed had desc ibed hei disconce men . Indeed, i seemed pe ec ly easonable o expec ha esea ch manage s om Lundbeck would be in e es ed in p esen a ions o ongoing esea ch a he Mayo Clinic. Ye , explo ing his ecalled disconce men e ealed ha he Lundbeck esea ch manage s a his pa icula poin in he collabo a ion did no see hemsel es as in es o s bu in ac as esea che s. To make he collabo a ion possible, i was c ucial o change his pe cep ion. Thus, disconce men wo ks as a ool o explo ing p ac ices and embedded assump ions h ough he unusual. As a ool, disconce men can be used in he h ee ways iden i ied in he hesis: de eloping sensi i i y o one’s own disconce men , o public sha ed disconce men and o in o man s’ e lec ions on pas disconce ing momen s. Fo u u e esea ch i appea s o me pa icula ly p omising o u he explo e he ollowing ques ion: Wha makes ‘a good case’ o explo ing disconce men ? Fi s , i seems ha using disconce men equi es ge ing qui e close o wha one 288 s udies. Being in i ed o explo e si ua ions whe e hings a e in he making, unce ain, o al eady gone w ong equi es es ablishing some kind o us ha i akes ime o build. In my case, being employed a Lundbeck made his easie bu s ill i equi ed engaging ac i ely in he ield o e a long pe iod o ime. Second, he e a e po en ially many disconce ing hings o analyze. So ing ou which disconce ing hings say some hing speci ically impo an abou he esea ch opic equi es amilia i y wi h he ield. Thus disconce men seems o equi e longi udinal e hnog aphic s udies. I seems o me ha he public sha ed o ms a e highly in e es ing and s ong cases o disconce men . Again he mee ing be ween Lundbeck and he Mayo Clinic esea che s illus a es his. He e a la ge g oup o pa icipan s a gued ha some hing was w ong in his mee ing. Though hey ga e qui e di e en explana ions o wha was w ong he ac ha hey all poin ed o he e en as unusual made i seem o ob ious in e es . In con as , i seemed less use ul o explo e in dep h he disconce men ha a single esea ch manage exp essed abou he Synapse p ocess. Ra he han sugges ing some hing gene ally signi ican abou science-indus y collabo a ion, his disconce men could, in hindsigh , jus as well say some hing pa icula abou his esea ch manage ’s unce ain y abou pa icula p ocesses o change. Thus, I p opose ha s udying disconce men is pa icula ly ele an when he empi ical ma e ial allows explo ing mo e public and collec i e o ms o disconce men . These public o ms po en ially e eal mo e impo an aspec s o he phenomenon o s a egic esea ch as a collec i e p ac ice han mo e p i a e o ms o disconce men . 289 Implica ions o u u e academic wo k The hesis con ibu es o s udies o science-indus y collabo a ion, bo h in STS and in he ield o esea ch policy. Cen ally, I ha e a gued ha since many analy ical amewo ks a e based on he p esump ion ha he main challenge o such collabo a ion is o o e come di e ence, ca e ul analysis o wha such di e ence ac ually consis s in, is e y impo an . The hesis has gi en some inpu s o wha cha ac e izes such collabo a i e di e ence. I has shown ha in many si ua ions he e a e al eady o e laps and coinciding in e es s, so ha making di e ence be ween he aims and oles o he pa icipan s is in ac wha o ganizes and cons i u es collabo a ion. This insigh o e s a u he se o oppo uni ies o u u e esea ch. The hesis has d awn on a numbe o concep s de eloped in s udies o scien i ic collabo a ion wi hin uni e si ies among academic esea che s om di e se disciplines ( o ins ance, Galison 1996). These s udies desc ibe no so much science-indus y di e ences as di e ences be ween disciplines and be ween scien i ic cul u es. An in e es ing ques ion o u u e esea ch would consequen ly be: Wha migh such s udies o scien i ic collabo a ion lea n om s udies o science-indus y collabo a ion? Do he pa icipan s in scien i ic collabo a ions also ac i ely di e en ia e hemsel es om each o he ? Migh we e en ind si ua ions whe e disciplina y a ilia ion does no ma e much and whe e o he o ms o sameness and di e en ia ion become mo e impo an ? The hesis also o e s insigh in o esea ch managemen . As we ha e seen, wha cha ac e izes esea ch managemen is ela ed o how esea ch and collabo a ion a e sc eened. I s a egic esea ch de elops om eme gen ela ions, and i science and indus y a e no clea ly sepa a e domains, he managemen o esea ch is no mainly a ma e o ‘b idge building’. Ra he , managing esea ch becomes a ques ion o dealing wi h isk, unce ain y and uns able ela ionships, 290 and abou making impo an links and di e en ia ions. Fo u u e esea ch, i would be in e es ing o explo e he managemen o esea ch in e ms o such ‘adap i e amewo ks’ and hei equi emen s (Vedel e al. 2013). Al hough we de eloped his e m in he con ex o dissemina ion o p ac i ione s, i migh also be in e es ing o he academic s udy o esea ch managemen , no simply, ha is, as an adminis a i e managemen p ac ice bu as a c ea i e p ac ice o in eg a ing esea ch con en and con ex . Implica ions o p ac i ione s F om he ou se his hesis had he ambi ion no only o speaking o academic conce ns bu also o hose o p ac i ione s. In his endea o , I hink o his hesis as a o m o in e en ionis and “se iceable STS” (Webs e 2007: 459) ha aims a no only “decons uc ing” bu also “shaping” policies (ibid. 462-463). And ew Webs e sugges s ha he e a e se e al “in e en ion spaces” o STS esea ch, among hese ‘ he cha ac e iza ion and an icipa ion o eme ging echnoscience ields’, ‘ he exploi a ion o ( u u e) echnoscience’, and ‘ he con ex o use o echnoscience applica ions’ (ibid. 462). I would add o hese a new in e en ion space ha migh be called: ‘basic assump ions abou s a egic esea ch and science-indus y collabo a ion’. Wi hin his in e en ion space, he hesis has p ac ical implica ions o bo h policy make s and esea ch manage s. Implica ions o esea ch manage s Fo p ac i ione s, one o he main ou comes o his hesis is he pape “Ex e nalizing esea ch h ough adap i e amewo ks”. The pape add esses a p ac i ione audience ( eade s o Na u e Re iew D ug Disco e y), i was co- au ho ed wi h a p ac i ione and i o e s ecommenda ions o how o wo k wi h 291 adap i e amewo ks. These ecommenda ions d aw a en ion o wha an adap i e amewo k app oach implies. I implies de eloping mo e lexible ideas abou wha collabo a ion is (beyond “cash and ca y”) and speci ic con ac ual amewo ks based on hese. The no ion o adap i e amewo ks add esses he p ac ical challenges o managing s a egic esea ch and science-indus y collabo a ions. As we ha e seen, hese ela e o an inbuil ension in managing s a egic esea ch. On he one hand, managing s a egic esea ch implies s abilizing ce ain esea ch by a guing o i s po en ial ele ance and alue. On he o he hand, i implies openness and allowing he esea ch o des abilize hese ini ial concep ions o ele ance and alue. Thus in p ac ice managing s a egic esea ch means a guing o he alue and po en ial o esea ch one minu e and allowing plans and amewo ks o change in he nex . In ela ion o de eloping con ac ual amewo ks deploying an adap i e amewo k app oach implies ca e ul in e oga ion o wha needs o be se led in ad ance and wha migh be le open in science-indus y collabo a ion. Fo ins ance, while in ellec ual p ope y igh s and inancial a angemen s migh ha e o be se led up- on , scien i ic con en migh be allowed o o de elop in he cou se o he collabo a ion. O cou se, his does no lea e e e y hing open, since con en de elops in ela ion o ce ain de ined ambi ions and ques ions. Bu how hese ambi ions and ques ions a e le a he open and se led in he p ocess. We also d aw a en ion o he ac ha al hough de eloping an adap i e amewo k app oach migh seem easy i none heless en ails conside able o ganiza ional challenge. I equi es ha esea ch manage s ha e bo h echnical skills and expe ience wi h esea ch. In addi ion, communica ing an adap i e amewo k app oach o he o ganiza ion migh be qui e ha d, since i is p emised on an in-buil and p oduc i e ension be ween s abilizing hings and keeping 292 hem open. I is pa icula ly challenging when his app oach mee s o he o ganiza ional amewo ks ha aim a se ling hings. In Lundbeck, his was illus a ed no leas by he esea ch manage s’ gene al skep icism abou “b inging in he lawye s” o sol e collabo a ion p oblems. In any case, i would be in e es ing o de elop he no ion o adap i e amewo ks u he , especially in e ms o gene a ing e en mo e speci ic ecommenda ions o an audience o p ac i ione s. Implica ions o policy make s Finally, le me conside he implica ions o my indings o policy. In ecen yea s, a pa icula o m o s a egic esea ch has eme ged as inc easingly impo an in Danish esea ch policy. New s a egies and an ongoing eo ganiza ion o he Danish esea ch ad iso y and unding sys em ha e pu inc easing emphasis on ea ing s a egic esea ch on i s own e ms and de eloping i in e ms o demand-d i en inno a ion. This sugges s ha s a egic esea ch con inues o be seen as sepa a e om basic (“ ee”) esea ch and based on qui e speci ic eques s a icula ed by poli icians and companies. I is based on he assump ion ha i is possible o p edic u u e socie al and indus ial needs o esea ch and shape public esea ch unding p ocesses acco dingly. This hesis has de eloped qui e a di e en accoun o s a egic esea ch. Whe e s a egic esea ch in con empo a y Danish policy deba es is seen as a p edic able, aluable, and goal-o ien ed o m o esea ch, his hesis has o e ed a desc ip ion o s a egic esea ch in which di ec ion and alue, a leas o some ex en , de elop in he p ocess o collabo a ion. These indings migh s imula e a mo e ca e ul discussion abou wha s a egic esea ch is, wha makes esea ch s a egic aluable, and how companies in ac iden i y hei needs and s a egies. 293 In ela ion o his, i is cen al o emphasize ha he ou comes o s a egic- explo a i e esea ch a e no po en ially less use ul o less ele an han ou comes o a mo e es ic ed o m o s a egic esea ch. Indeed, he opposi e migh well be he case, as s a egic-explo a i e esea ch (buil on adap i e amewo ks) implies an inbuil ale ness o po en ially use ul and ele an oppo uni ies ha a e no p edic able in ad ance. Thus we migh no hink o s a egic-explo a i e esea ch as po en ially less capable o add essing socie al o indus ial p oblems bu in ac as a mo e e lexi e and ele an app oach o bo h iden i ying and wo king wi h such p oblems. In his ega d, one pa icula conce n ela es o he kind o esea ch p ojec s ha migh ecei e unding wi hin a public policy amewo k o s a egic esea ch based on demand-d i en inno a ion. Compa ed o a p i a e co po a e con ex , whe e esea ch p ojec s can be ini ia ed and ended wi h lexibili y he e is a di e en accoun abili y ela ed o public esea ch unding. The e is a demand o ecei ing a cohe en case o esea ch a he han mainly elucida ed oppo uni ies. Howe e , e en i we ake his di e ence in o accoun , we migh imagine he emphasis on demand-d i en inno a ion would imply p io i izing p ojec s ha clea ly add ess a demand, an icipa e a solu ion and de ine c ucial s eps o each his end. Consequen ly, we migh also imagine ha esea ch p ojec s ha desc ibe a di ec ion bu o he wise lea e he esea ch p ocess mo e open will ha e mo e di icul y in ecei ing unding. This de elopmen o s a egic esea ch is p oblema ic because i o e looks a g ea s a egic po en ial in esea ch in he a emp o con olling i . Ano he issue is how unded public unding agencies will manage and app oach unded s a egic esea ch p ojec s. To wha ex en a e he ecei e s o esea ch unds accoun able wi hin p ede ined esea ch agendas? To s imula e discussion on hese ques ions, adap i e amewo ks migh again be use ul, also in his policy 300 17. APPENDIX C: LIST OF ILLUSTRATIONS Illus a ion 1: The linea o ganiza ion o he Danish public esea ch ad iso y and unding sys em (Rege ingen 2012). ........................................................ 27 Illus a ion 2: The en ance o Lundbeck headqua e s and he building housing gene al managemen (pic u e aken om he No h Ga e, Au umn 2013). 38 Illus a ion 3: The main s ee c ossing h ough Lundbeck headqua e s. The yellow building a he cen e o he pic u e houses Molecula Neu obiology/D ug Disco e y (pic u e aken om he managemen building in Summe 2013). ............................................................................................ 40 Illus a ion 4: The linea o ganiza ion o he Danish public esea ch ad iso y and unding sys em (Rege ingen 2012) ......................................................... 77 Illus a ion 5: Donald S okes’ model o Pas eu ’s Quad an (S okes 1997). 81 Illus a ion 6: Lundbeck’s P oduc concep model. ................................ 210 Illus a ion 7: The ee me apho o Lundbeck’s de elopmen . ....... 254 Illus a ion 8: The ca oon illus a ion o co po a e cul u e. ............. 256 Illus a ion 9: The “As Is” slide illus a ing he di e ences be ween Resea ch leade ship and De elopmen managemen . ...................................... 269 301 18. APPENDIX D: LIST OF KEY PEOPLE/PSEUDONYMS Pseudonym Age Posi ion Lundbeck Jens 55 Head o esea ch/senio esea ch manage La s 50 Head o d ug disco e y (DK) Jø gen 65 Head o he beha io wo king g oup Hans 50 Di isional di ec o Anne 45 Di isional di ec o Niels 45 Di isional di ec o T ine 40 Depa men manage Jespe 45 Head o sec ion/ esea ch manage Thomas 45 Head o sec ion/ esea ch manage And eas 45 Chie scien is /chemis Mo en 40 Human esou ce manage Tanja 45 De elopmen manage Hanne 55 Human esou ce manage Bi gi e 45 Di isional di ec o , De elopmen Richa d 50 Head o d ug disco e y (US) Jona han – Jon 45 Chie scien is /chemis (US) Elena 50 Human esou ce manage (US) William – Will 40 Business de elope (US) I ene 55 Di isional di ec o (US) The neu ocell collabo a ion Ma in 50 Resea che a a uni e si y/co- ounde o PsychoIndex Sø en 55 Resea che a a uni e si y Hen ik 50 Co- ounde o PsychoIndex 302 The Mayo Clinic Adam 55 Depa men manage Ge aldo – Je y 45 P incipal in es iga o Lau a 40 P incipal in es iga o Da id - Da e 45 P incipal in es iga o Nancy 50 Licensing manage Ma ga e 50 Technology de elopmen liaison o ice 303 19. 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Daniel Ronzani When Bi s Lea n o Walk Don’ Make Them T ip. Technological Inno a ion and he Role o Regula ion by Law in In o ma ion Sys ems Resea ch: he Case o Radio F equency Iden i ica ion (RFID) 2010 1. Alexande Ca ne a Mag en o e li e og li e som mag S udie i den biopoli iske ambi alens