1. Research management and research productivity in Russia: public vs. private university Yulia Shumilova – Sofia Cusnir University of Tampere, HEG 32nd ANNUAL EAIR FORUM Vilnius, 2009

2. share of Russian publications in international peer-reviewed journals is decreasing… Reasons: Separation of HE and research Two tier system of doctoral studies Low academic mobility & language barrier Underfunding & Salary system did not include performance based component Low prestige of the academic career

3. Reasons continued HEI accreditation criteria, and university rankings based on quantitative indicators the list of journals recommended by the Supreme Attestation Commission for doctoral students – national in scope until 2008 Sporadic national research grants

4. Research question How is university-based research managed in Russian HEIs in terms of staff recruitment, career progression policies, evaluation of research activities, incentives for research productivity and funding? ‘Competitive horizon’ concept (Hoffman et al, 2008) 2 case studies: - New Economic School (NES), Moscow - School of Management, Herzen Saint-Petersburg State Pedagogical University

5. New Economic School (NES) - 1 Small private graduate school established in 1992, based on “American model” top-ranked among Economic Schools in post-Soviet countries Teacher- student ratio 1:3 Mission: “conduct globally competitive research” and “reverse the brain drain by hiring Russian economists who completed their PhD studies abroad”

6. NES - 2 first HEI in Russia to introduce tenure track model: -PhD studies (usually taken abroad) -probationary period of 8 years including interim evaluation in the 3 rd year - tenured position Granting of tenure is based on research performance evaluated through international peer-review

7. NES -3 Recruitment – rigorous, international in scope, includes public presentation of one’s research faculty work load: teaching 30-40%, research – 40-50 % and administrative tasks 20 % Diversified funding: tuition fees, sponsored professors’ positions, alumni donations, competitive international, national and private research grants

8. NES -4 Unmanaged, self-regulated research + admin support: “There is full trust to tenure track professors, as annual evaluations cannot show anything due to intricacies of the publication process especially in the first three years of employment” (R5) “There is no pressure [to apply for external funding], but some encouragement is there” (R6).

9. The School of Management, Herzen State Pedagogical University formally founded in 2002, affiliated with traditional public university Ranked 2 nd among other Russian Pedagogical universities Teacher- student ratio 1:26 mission: to provide the best classic education in modern management theory and practice

10. School of Management -2 Funding: state subsidies (70%), students’ tuition fees, competitive institutional grants (e.g. Innovative University grant of 11 million EUR) Limited time resources to do independent research/ top-down research management mechanisms Lack of info and admin support for individual grants

11. School of Management -3 Recruitment through word-of-mouth, i.e – non-competitive and subjective 5-year contracts, for the highest academic ranks of docent and professor- discussed and voted at the departmental meeting; presumptive tenure annual accountability through department ratings; individual rankings to be introduced soon

12. School of Management -4 teaching (including course design work)– 60%, research – 20-30%, administrative and other tasks – 10-20%

13. Discussion Different scopes of competitive horizons – national vs. global NES – an example of good practice: Public research presentation as part of hiring process, admin. support for grant applications, international peer review, reduced teaching load, limited no. of tenure positions

14. What conditions in your opinion are conductive to higher research productivity? What incentives are created in your institutions?

15. Kiitos! Спасибо! Thank you!