Mitä tutkijat oppivat tutkimuksensa hyödyntäjiltä? Kehittävän vaikuttavuusarvioinnin kokeilu soveltavan tutkimustyön kehittämisessä

Katri Kallio, Eveliina Saari

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This paper analyses and discusses how research scientists learn to do research, which has impact on their customers, scientific community and society. A new developmental impact evaluation method based on theory of expansive learning and impact evaluation tools is described. In the process the impacts of research projects are evaluated from the perspectives of the users of the research, societal actors and research collaborators. The researchers use insights from the impacts of their past projects as a basis for constructing new plans for future research. The pilot process was conducted for bio energy researchers at Agrifood Research Finland. Nine interviews of the participants were conducted three months after the process in order to understand what kind of change it had triggered in the organization. The analysis makes it visible how fragile the organizational learning is. Although participants realized their research in a larger horizon than before, it takes time before the new orientation becomes materialized in concrete research projects. The role of middle management was realized to be significant in implementing new organizational routines. The manager involved has been like a change agent continuing and spreading the collective leadership and learning in the networks.
Original languageFinnish
Article number9
Pages (from-to)80-94
Number of pages15
JournalHallinnon tutkimus
Volume27
Issue number4
Publication statusPublished - 2008
MoE publication typeA1 Journal article-refereed

Keywords

  • impact evaluation
  • developmental evaluation
  • organisational learning
  • R&D work

Cite this

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title = "Mit{\"a} tutkijat oppivat tutkimuksensa hy{\"o}dynt{\"a}jilt{\"a}?: Kehitt{\"a}v{\"a}n vaikuttavuusarvioinnin kokeilu soveltavan tutkimusty{\"o}n kehitt{\"a}misess{\"a}",
abstract = "This paper analyses and discusses how research scientists learn to do research, which has impact on their customers, scientific community and society. A new developmental impact evaluation method based on theory of expansive learning and impact evaluation tools is described. In the process the impacts of research projects are evaluated from the perspectives of the users of the research, societal actors and research collaborators. The researchers use insights from the impacts of their past projects as a basis for constructing new plans for future research. The pilot process was conducted for bio energy researchers at Agrifood Research Finland. Nine interviews of the participants were conducted three months after the process in order to understand what kind of change it had triggered in the organization. The analysis makes it visible how fragile the organizational learning is. Although participants realized their research in a larger horizon than before, it takes time before the new orientation becomes materialized in concrete research projects. The role of middle management was realized to be significant in implementing new organizational routines. The manager involved has been like a change agent continuing and spreading the collective leadership and learning in the networks.",
keywords = "impact evaluation, developmental evaluation, organisational learning, R&D work",
author = "Katri Kallio and Eveliina Saari",
note = "Project code: 6996",
year = "2008",
language = "Finnish",
volume = "27",
pages = "80--94",
journal = "Hallinnon tutkimus",
issn = "0359-6680",
publisher = "Hallinnon tutkimuksen seura",
number = "4",

}

Mitä tutkijat oppivat tutkimuksensa hyödyntäjiltä? Kehittävän vaikuttavuusarvioinnin kokeilu soveltavan tutkimustyön kehittämisessä. / Kallio, Katri; Saari, Eveliina.

In: Hallinnon tutkimus, Vol. 27, No. 4, 9, 2008, p. 80-94.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Mitä tutkijat oppivat tutkimuksensa hyödyntäjiltä?

T2 - Kehittävän vaikuttavuusarvioinnin kokeilu soveltavan tutkimustyön kehittämisessä

AU - Kallio, Katri

AU - Saari, Eveliina

N1 - Project code: 6996

PY - 2008

Y1 - 2008

N2 - This paper analyses and discusses how research scientists learn to do research, which has impact on their customers, scientific community and society. A new developmental impact evaluation method based on theory of expansive learning and impact evaluation tools is described. In the process the impacts of research projects are evaluated from the perspectives of the users of the research, societal actors and research collaborators. The researchers use insights from the impacts of their past projects as a basis for constructing new plans for future research. The pilot process was conducted for bio energy researchers at Agrifood Research Finland. Nine interviews of the participants were conducted three months after the process in order to understand what kind of change it had triggered in the organization. The analysis makes it visible how fragile the organizational learning is. Although participants realized their research in a larger horizon than before, it takes time before the new orientation becomes materialized in concrete research projects. The role of middle management was realized to be significant in implementing new organizational routines. The manager involved has been like a change agent continuing and spreading the collective leadership and learning in the networks.

AB - This paper analyses and discusses how research scientists learn to do research, which has impact on their customers, scientific community and society. A new developmental impact evaluation method based on theory of expansive learning and impact evaluation tools is described. In the process the impacts of research projects are evaluated from the perspectives of the users of the research, societal actors and research collaborators. The researchers use insights from the impacts of their past projects as a basis for constructing new plans for future research. The pilot process was conducted for bio energy researchers at Agrifood Research Finland. Nine interviews of the participants were conducted three months after the process in order to understand what kind of change it had triggered in the organization. The analysis makes it visible how fragile the organizational learning is. Although participants realized their research in a larger horizon than before, it takes time before the new orientation becomes materialized in concrete research projects. The role of middle management was realized to be significant in implementing new organizational routines. The manager involved has been like a change agent continuing and spreading the collective leadership and learning in the networks.

KW - impact evaluation

KW - developmental evaluation

KW - organisational learning

KW - R&D work

M3 - Article

VL - 27

SP - 80

EP - 94

JO - Hallinnon tutkimus

JF - Hallinnon tutkimus

SN - 0359-6680

IS - 4

M1 - 9

ER -