From the editor's desk.

Author:Joyce, Jeffrey N.

The Journal of Research Administration (Journal) provides a scholarly forum for information and critical analysis of research administration topics to help our members meet their challenges in developing the research enterprise while assuring compliance with a myriad of agencies. This issue reflects the theme of the "inorms" meeting held April 10-13, 2014 in Washington, DC at the Washington Hilton. The International Network of Research Management Societies (INORMS) Congress addressed the theme, "Enabling the Global Research Enterprise from Policy to Practice." SRA International, a co-sponsor of the meeting along with the Canadian Association of University Research Administrators (CAURA) and the National Council of Research Administrators (NCURA), is a global research management society. The articles in this issue of the Journal again reflects the global aspects of our organization and the principles of research administration.

In this issue of the Journal, as with all issues, we endeavor to address these major themes, providing strategies for success, insight into regulatory compliance issues, research management, and research development. This issue includes six articles covering a broad range of topics. Derrick and Nickson writing "Invisible intermediaries: A systematic review into the role of research management in university and institutional research processes" explore in depth and breadth the literature regarding the definition of "research management" and the lack of empirical data on what are successful strategies for research management. Clearly, the historical and cultural considerations for a changing definition of research management have impacted how we view ourselves and the institutions we work in view us. The current and continually emerging pressures to raise the bar for a successful research enterprise require administrative strategies by "a group of fulltime, professional practitioners in research management/administration. However, the literature is unsure of how to perceive this role. In particular, it is unsure of whether the role of this professional lies as a partner, a servant or as a leader." As the authors point out, the lack of a clear understanding of the role of the research manager(s) within the academic research enterprise is compounded by a lack of empirical data of which strategies are successful.

A topic that is important for developing strategies to increase research capacity is the role of research...

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