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After the integration of research activities, universities of applied sciences (UASs) have formulated organisational strategies to foster connections between research and education (Daas et al., 2023). Scholars stated that the behaviour of employees within UASs influences ‘the direction and tempo in which the proposed aims are reached or resisted in the wider organisation’ (Griffioen & De Jong, 2017, p. 454). Thus, employees within UASs, such as academics and lower-level managers, play a key role in establishing research-education connections (Jenkins & Healey, 2005; Van der Rijst, 2009). A recent study has shown that academics and lower-level managers connect research and education through three types of behaviours: by involving aspects of research in education, by involving aspects of education in research, and by involving aspects of research and education equally, with the first type mentioned most often (Daas & Griffioen, in review). Similar patterns are observed in previous studies highlighting how education benefits from research rather than vice versa (Taylor, 2007). However, the beliefs underpinning this behavioural focus still remain unclear. Scholars have reported factors that could influence employees in connecting research and education, such as career stages, personal abilities and the availability of resources influencing how academics combine research and teaching tasks (Coate, Barnett & Williams, 2001; Shin, 2011), and research productivity and teaching beliefs influencing how academics integrate research in teaching (Hu et al., 2015; Magi & Beerkens, 2016). Despite the important value of these insights, these studies all focus on one (set of) behaviour(s) in connecting research and education instead of considering factors influencing behaviours in connecting research and education holistically. Moreover, most of these studies consider academics instead of managers. Therefore, the purpose of this study is to investigate the beliefs underpinning the behaviour of academics and lower-level managers in UASs in connecting research and education.To study the underpinning beliefs we applied the Theory of Planned Behaviour (TPB; Ajzen, 1991) as a theoretical lens. According to the TPB, a person’s behavioural intentions are shaped through three determinants (Ajzen, 1991). Behavioural beliefs (1) refer to a person’s conceptions about the expected positive/negative outcomes of practicing the behaviour. Normative beliefs (2) consist of a person’s conceptions about whether others approve/disapprove of practicing the behaviour. Control beliefs (3) are a person's conceptions about the presumed factors that could enable/hinder in practicing the behaviour. The research question is: Which behavioural, normative and control beliefs underpin the behaviour of academics and lower-level managers in connecting research and education?
Dutch universities of applied sciences (UASs) had been teaching-only institutes since their legal origin in 1960. The development of higher education (HE) in Europe in the past twenty years requires UASs to embody and become hybrid organ-isations where education and research are integrated. Ever-changing, complex society needs professionals with overarching skills, such as critical, analytical and reflective ones. The Dutch government has framed this as a generic need for research abilities in all higher education students, in addition to framing research as a pedagogy for the development of skills. The new millennium brought Dutch UASs national funding for research and the appointment of lectoren (research professors). In 2015, the Amsterdam University of Applied Sciences (AUAS) board substantiated this national incentive in a renewed university-wide strategy to integrate research in all educational programmes. The AUAS strategic programme ‘Research into Education’ (Dutch: Onderzoek in Onderwijs; OiO) was designed to assist in the implementation of this aim. Educational managers and lecturers were positioned as the central actors in manifesting the intended changes. Five projects were framed, spanning from hands-on, tailor-made assistance of teaching staff to the creation of national and international networks. The aims and mechanisms for change of these projects as well as their results are presented in this chapter.Although AUAS was successful in realizing a broad desire to integrate education and research, monitoring and evaluation of the process shows how little we collectively know about functional connections between research and education, especially in applied higher education. A future strategic programme needs to bring about profes-sional enhancement at all levels to maintain the already-realised awareness and desire and take the process further to effect ability, knowledge, and reinforcement (Hiatt, 2018). It is a work in progress, yet hands-on university development can become empirically founded practice by smart and precise choices and design.