From Quality Control to Quality Monitoring and Organisational Learning

Sven Hemlin and Søren Barlebo Wenneberg
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Sven Hemlin: Department of Management, Politics and Philosophy, Copenhagen Business School, Postal: Department of Management, Politics and Philosophy, Copenhagen Business School, Blaagaardsgade 23 B, DK-2200 Copenhagen N, Denmark
Søren Barlebo Wenneberg: Department of Management, Politics and Philosophy, Copenhagen Business School, Postal: Department of Management, Politics and Philosophy, Copenhagen Business School, Blaagaardsgade 23 B, DK-2200 Copenhagen N, Denmark

No 13/2002, Working Papers from Copenhagen Business School, Department of Management, Politics & Philosophy

Abstract: Quality control is an important and integrated part of the scientific system. However, developments in science are changing quality control into quality monitoring. New virtual and fluid organisational forms are emerging. Common boundaries are broken as for example in the “Triple Helix” and the “Mode 2” concepts. And the stakeholders in science are becoming interested in being involved. They want their evaluation criteria to be used, and they want evaluations to be done on a regular basis, because they do not trust the new scientific institutions to be left alone. Quality monitoring changes the assumptions for doing evaluations as part of quality control. Assessment of the societal value of research becomes increasingly important. Finally, quality monitoring emphasises organisational learning rather than controlling quality in scientific organisations.

Keywords: Quality monitoring; quality control; scientific quality; research evaluation; peer review; organisational forms; organisational learning. (search for similar items in EconPapers)
Date: 2002-05-01
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