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Paper short abstract

Research managers play a key role in the governance of research. Our study of the Swedish Energy Agency shows how they choreograph peer review, juggle multiple roles and imaginaries, and use tools ranging from Excel to AI, all with the overarching goal of managing epistemic and bureaucratic risks.

Paper long abstract

Research managers play an important role in the governance of research and innovation. In this study, we place emphasis on the work of research managers in funding agencies, with particular focus on how they navigate multiple imaginaries—of impact, excellence, and “bureaucratic impartiality”—in their daily practice. Accordingly, we ask: How do research managers organise project funding through calls and peer review processes? Which practices and techniques do they use in this process? And how do they influence funding decisions?

Our empirical case is the Swedish Energy Agency, a mission-oriented funding organisation in the area of energy and sustainable transition. We have been granted access to processes and practices through direct observations of review panel meetings and in-depth interviews. This allows us to follow the work of research managers—from formulating a call, through the evaluation process, to the communication of decisions and the follow-up of completed projects. Our interviews describe the research manager as a ”tour guide” who “fixes everything”—from evaluation procedures to meals and accommodation. Moreover, we find that research managers employ established tools, such as Excel spreadsheets, as well as novel techniques such as generative AI. A key element of their work is the management of risks of various kinds. These include epistemic risks and bureaucratic risks, such as avoiding bias and unfairness. Overall, we argue that research managers have a central function in the governance of research, and much can be gained by analysing their work in choreographing peer review and designing funding programmes.