While you’re here… help us stay here.
Are you enjoying open access to policy and research published by a broad range of organisations? Please donate today so that we can continue to provide this service.
In this third report in the series, Incentives for Building University RDM Services, the authors explore the incentives that inspired the acquisition of RDM capacity on the part of the four research universities described in the case studies, and describe both the general patterns and context-dependent circumstances that shaped these incentives.
Based on the case studies, as well as the broader RDM landscape, the authors organized these incentives into four broad categories: compliance, evolving scholarly norms, institutional strategy, and researcher demand.
University investment in research data management infrastructure, services, or personnel is motivated by locally relevant incentives. In other words, the increased
attention to RDM in research universities operating in different local circumstances reflects an alignment of institutional interests and external motivations.
Case study partners acted to establish RDM services in anticipation of, rather than in direct response to, researcher demand and explicit policy mandates. Incentives related to institutional strategy and evolving scholarly norms played a larger role in directly catalyzing RDM service development at these institutions.
Researcher demand and compliance with policy mandates were important factors in re-shaping and sustaining the RDM service bundle over time, but were not the key drivers for establishing RDM services in our case study institutions.
While the constellation of relevant incentives differs from one context to another, the acquisition or development of local RDM capacity is invariably motivated by an interest in protecting or enhancing institutional reputation and success.
Consequently, the long-term sustainability of university RDM services is contingent upon alignment with institutional needs, as much as individual researcher needs.