高校创新型科研团队特征状况研究——以生命科学部高校国家重点实验室为例

运筹与管理 ›› 2013, Vol. 22 ›› Issue (6): 243-248.

高校创新型科研团队特征状况研究——以生命科学部高校国家重点实验室为例

汪士

合肥工业大学马克思主义学院,安徽合肥 230009

收稿日期:2012-12-18 出版日期:2013-12-25
作者简介:汪士(1979-),安徽舒城人,讲师,主要研究领域为科学社会学和科学技术与社会。
基金资助:
安徽省人文社会科学重点研究基地重点项目(2012AJRW0301);合肥工业大学博士专项科研资助基金(2012HGBZ0667);安徽省人文社会科学重点项目(2013AJRW0148)

On Characteristics of Creative-type Scientific Research Group in College——Take State Key Laboratory of Life Science Department as Case Study

WANG Shi

Hefei University of Technology School of Marxism, Hefei 230009, China

Received:2012-12-18 Online:2013-12-25

摘要/Abstract

摘要： 国家重点实验室作为面向国际科研前沿建立的国立新型科研机构和国家开放型公共研究平台,是组织高水平基础研究、战略技术研究和重要共性技术研究的“国家队”。依托高校建立的国家重点实验室是中国高校创新型科研团队的典型代表,在实践运行中实行室主任负责制,实验室主任是高校创新型科研团队的决策领导者和科研管理者。我们以生命科学部高校国家重点实验室作为高校创新型科研团队特征状况研究的考察样本,通过详尽调查和深入比对分析,得出关于高校创新型科研团队特征状况的具体描述。

关键词: 高校创新型科研团队, 特征状况, 国家重点实验室

Abstract: As a “national team” of creative-type scientific research group and national public research platform facing for the international research frontier, the state key laboratories were established to organize high-level basic research, strategic technology research and important common technology research. All those state key laboratories relying on Chinese famous universities are typical representatives of Chinese innovative research team, following the director responsibility management system, so directors of the state key laboratory are decision-making leaders and managers of creative-type scientific research group. We choose the state key laboratory of life science section as the study sample and try to find general characteristics of creative-type scientific research group in Chinese famous universities.

Key words: creative-type scientific research group in Chinese famous universities, characteristics and traits, the state key laboratory

中图分类号:

汪士. 高校创新型科研团队特征状况研究——以生命科学部高校国家重点实验室为例[J]. 运筹与管理, 2013, 22(6): 243-248.

WANG Shi. On Characteristics of Creative-type Scientific Research Group in College——Take State Key Laboratory of Life Science Department as Case Study[J]. Operations Research and Management Science, 2013, 22(6): 243-248.