Abstract
The RECIPES research network, a multi-institutional initiative aimed at addressing societal challenges of food waste, provides a unique case study of how organizational culture is intentionally cultivated in academic research settings. Using Schein’s Organizational Culture Model as a lens, this study explores how the network’s community norms and principles shaped its organizational culture, emphasizing collaboration, inclusion, and researcher well-being. The research highlights how intentional cultural practices can influence the success and adaptability of such networks in response to the demand for change in higher education. This qualitative study is based on two (2) focus groups conducted with twenty-five (25) members of the RECIPES network, including faculty, staff, students, and researchers across institutions. Participants shared their experiences regarding themes such as leadership, participation, and inclusion, offering insights into the impact of the network’s intentional norms. The analysis identifies how values of authenticity, mutual respect, and psychological safety were operationalized and how these values shaped the network’s culture and its ability to respond to complex challenges. The findings suggest that multi-institutional networks operate as organizations with distinct cultures that influence researcher well-being and productivity. The study sheds light on the importance of fostering adaptive, inclusive cultures to enable these networks to meet the demand for change in higher education. Implications extend beyond multi-institutional networks, offering actionable recommendations for cultivating organizational cultures that support innovation and inclusion. This research contributes to the broader understanding of culture-building in academic networks and highlights its critical role in driving organizational change.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
The Value of Culture and the Demand of Change
KEYWORDS
ORGANIZATIONAL CULTURE, MULTI-INSTITUTIONAL RESEARCH NETWORKS, PSYCHOLOGICAL SAFETY, HIGHER EDUCATION, RESEARCHER WELL-BEING, COLLABORATION AND INCLUSION, ADAPTIVE LEADERSHIP, SCHEIN’S ORGANIZATIONAL CULTURE MODEL, CULTURE AND CHANGE, ACADEMIC NETWORKS
