INTERDISCIPLINARY RESEARCH CENTERS - A PROBLEM IN STRATEGY AND MANAGEMENT

Interdisciplinary research centres (IRCs) in the UK were originally set up by the UK Advisory Board for Research Councils (the ABRC) to foster cross‐disciplinary basic research. This activity was seen to be a fruitful way to help British industry overcome some of its current technological shortcomings. The author describes the strategy pursued by the ABRC in setting up the IRCs, their location, staffing policies, relationship to industry and other characteristics. The author indicates the problems faced by IRC managements in the present situation. There is financial stringency, they have to ensure continuity of expertise, a problem posed by the ABRC's insistence on a very small permanent core staff at each centre, and they have the difficult task of directing basic research, which has its own internal logic, towards externally defined objectives thought to be relevant to the British national interest. The author believes that only radical change can guarantee a successful future for the IRCs but is pessimistic that the ABRC's present tactics will procure it. Copyright © 1990, Wiley Blackwell. All rights reserved