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This section of the book brings together descriptions of the current state of research management and administration (RMA) in individual countries – or in some cases regions. There are over 50 countries included, the first time that such a comprehensive overview of RMA around the world has been brought together.

The creation of the research management and administration (RMA) profession in a small country is probably well exemplified by the development of the Danish Association of Research Managers and Administrators (DARMA). Many external factors in Denmark are similar to other European countries (like the growth of research, international cooperation, and competitive funding for research). The crucial point is how universities and especially staff react to the need for development and professionalisation. It takes committed and visionary individuals to kick-start the movement. Equally important is the buy-in and engagement from many colleagues necessary to make real change. This can only happen by finding enough volunteers to build and run a professional society. Furthermore, international networking and conference participation is crucial to get relevant inspiration for this development.

The next step for a society like DARMA is to move towards a commonly recognised job function or title. This could also mean certification or at least a comprehensive, national training programme.

This part of the book has provided overviews of the current situation of research management and administration (RMA) in over 50 countries around the world provided by a total of 96 authors. Thirty-eight chapters cover individual countries from six continents, with a chapter bringing together this situation in the three Baltic states, another covering the Western Balkans, one more focused on the Caribbean, and there is a chapter on the Catalonia region of Spain. Here, we attempt to draw out common themes and to highlight differences in RMA and of Research Managers and Administrators in different parts of the world. Further, more holistic, insights can be found in the final chapter of the book (Yang-Yoshihara, Kerridge, et al., 2023, Chapter 6).

Following recent terrorist attacks in the US and Europe, Western Muslims have been criticised for not taking a firm stand against radical Islam and extremist organisations. Drawing on insights from narrative criminology, we challenge such assertions and reveal Muslims' narrative mobilisation against violent jihadism. Based on 90 qualitative interviews with young Muslims in Norway, we show how violent extremism is rejected in a multitude of ways. This narrative resistance includes criticising extremist jihadist organisations for false interpretations of Islam and using derogatory terms to describe them. It also includes less obvious forms of narrative resistance, such as humour and attempts to silence jihadist organisations by ignoring them. While narrative criminology has effectively analysed the stories that constitute harm, less attention has been paid to narratives that counter harm. We argue that stories that counter jihadi narratives are crucial to understand the narrative struggles of Muslim communities, whose outcomes can help determine why some individuals end up becoming religious extremists – while others do not. By distinguishing between factual, emotional and humorous counternarratives and describing silence as a form of resistance, we show resistance to extremism that is often concealed from the public and the state.

Curiosity is one of the main drivers in reaching out and connecting to colleagues and starting the networking – that is the foundation for establishing an association for Research Managers and Administrators (RMAs). The questions, ‘Why, what, how and when’, with a commitment to drive things forward, together with like-minded people, can transform curiosity into joint actions and movement of a network. While a number of success factors can be identified, alas there is no thorough literature describing how such factors interact or why. Even though all parameters are met, some associations still struggle with moving forward.

Recognising the identity as a research manager and administrator on the individual level enables reaching out to colleagues in the field, in and outside the institution, and nationally as well as abroad. Understanding the institutional environment and the structure of research support is the starting point for reaching out to colleagues.

This chapter will give an overview of the creation process of RMA associations, spanning from the rise of professional networks, as an informal organisation, to the establishment of legal entities, and hence a more formal association. It hopes to provide a meaningful discussion on the process of establishing professional associations despite the scarce literature on the topic (Stolle, 1998).

The development of Research Management and Administration (RMA) in Europe is strongly connected with the development of the Science and Technology (S&T) policy of the European Union (EU). These policies were the result of a continuous debate between the member states and the European Commission and European Parliament.

Although there is no data on the early development of RMA, there are some publications on the history of the development of the S&T policy in Europe: the excellent publication ‘A History of European Union Research Policy’ by Luca Guzzetti (Guzzetti, 1995). Guzzetti’s book investigates the history of EU research policies from 1948 up to the preparation of the Fourth Framework Programme (FP) (1994–1998).

The RMA aspects are constructed mainly by oral history complemented with some written sources. The history shows a gradual development of the profession unevenly spread in time and European geography. This has mainly with the EU enlargement in the same period, when new member states were connected to the FP. The profession started with a few colleagues’ way back in the eighties of the last century as financial people were dealing with the first European financial reporting up to the present day where RMA is becoming a field of work attracting many new colleagues.

The construction industry is a labor-intensive industry, hence, the presence of labor with high productivity at each stage of the project plays a significant role in achieving project success. The purpose of this paper is to provide real-life empirical data about the current level of construction productivity, in this case electrical installation work, within construction projects in Norway. In addition, it was of interest to identify the areas which have the highest potential for improvement of labor productivity.

This study considers the construction labor productivity through an elaboration on productive vs unproductive time within construction projects. It is based on a “frequency study” done on eight construction projects in Norway. The “work sampling” method has been used for collection of empirical data. For each project, four electricians were observed an entire working day and the amount of time they spent on performing each activity was recorded every 60th seconds. The activities observed were based on a predefined set of activities.

The results of the observations show that on average, 61.1 percent of the time was direct value-added work. This number is significantly better than what is normally discussed as being productive time. However, the findings also show that there is still potential for improvement. The activities that have the highest potential for improvement include “material transfer,” “amendments to already executed installation,” “personal needs” and “waiting times.”

The study results will be of immense benefit to managers of construction projects as well as managers of construction organizations in enhancing their project performance and productivity.

This paper contributes both theoretically and empirically to the current discussion and findings on labor productivity and its relation to project success. The results presented in this paper have important implications of labor productivity in construction projects and future studies in the area of project performance.