Проекты класса «мегасайенс»: научные, дипломатические и стратегические аспекты управления

Магистратура 2026/2027

Статус: Курс по выбору (Управление в сфере науки, технологий и инноваций)

Кто читает: Департамент образовательных программ

Где читается: Институт статистических исследований и экономики знаний

Когда читается: 2-й курс, 1 модуль

Охват аудитории: для всех кампусов НИУ ВШЭ

Преподаватели: Сулейманов Ирек Тавфикович

Язык: английский

Кредиты: 3

Контактные часы: 32

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Abstract

Big science and large research infrastructures have become established not only as key elements of the modern scientific and research landscape but also as significant factors in science diplomacy. Given this, the phenomenon of megascience is important in the context of contemporary theory and practice of governance in science, technology, and innovation. “Mega-Science Projects: Managing Science, Diplomacy, and Strategy” examines how large research infrastructures (LRIs) and megascience projects are conceived, governed, financed, and communicated in an increasingly complex geopolitical environment. The course introduces the mega-science phenomenon and explains why states and scientific communities pursue “big science,” then analyzes governance and organizational models through comparative case studies (e.g., JINR, CERN, ITER etc.). Students learn to manage LRIs as multi-stakeholder organizations - balancing scientific autonomy with national interests, contributions, and expectations of “return on investment” beyond publications (innovation, skills, prestige). The course also develops strategic management skills: defining mission and vision, assessing competitive environments, using feasibility studies and benchmarking, and understanding long-term financial sustainability and budgeting. Finally, the course connects megascience to science diplomacy and international law, exploring legal formats, treaty negotiations, and the resilience of governance regimes under new geopolitical realities. It highlights LRI´s potentials as science diplomacy platforms that can sustain scientific dialogue during crises and considers emerging models of global collaboration.

Learning Objectives

To understand the defining characteristics, typologies, and lifecycle phases of Mega-Science projects.
To analyze the complex governance, legal, and funding models that underpin international LRIs.
To assess the specific management challenges (risk, procurement, human resources) inherent in projects of unprecedented scale and international partnership.
To develop critical thinking regarding the geopolitical risks and ethical considerations (e.g., data ownership, sanctions, export controls) affecting LRIs.

Expected Learning Outcomes

Definition and understanding of characteristics, typologies, and lifecycle phases of Mega-Science projects
To analyze the complex governance, legal, and funding models that underpin international LRIs.
Skills to analyze the negotiation processes and diplomatic frameworks that enable the establishment of international research consortia.
Ability to formulate risk management and communication strategies for complex, multi-partner scientific projects
Competence in evaluating the economic impact, funding sustainability, and political justification of LRIs for stakeholder governments.
Capacity to critically assess real-world case studies and forecast future challenges and opportunities for the global Mega-Science landscape.
Develop critical thinking regarding the geopolitical risks and ethical considerations
Ability to formulate risk management and communication strategies for complex, multi-partner scientific projects.

Course Contents

1. Introduction to the Mega-Science Phenomenon
2. Governance and organization of International LRIs
3. Balancing scientific independence with national contributions
4. Strategic Management of LRIs: national and international perspectives
5. Finance of Megascience Projects - Sustainability and Prospects
6. Strategic Communications in Megascience
7. Megascience through the lenses of diplomacy and international law
8. Mega-Science as Science Diplomacy in Action

Assessment Elements

Individual homework
Exam
Class assignments
Oral presentation

Interim Assessment

2026/2027 1st module
Evaluation Formula: N0*(N1 + N2 + N3 + N4 + N5 + N6) + IA* 0.20 + Exam* 0.50 N0=1 if at least one oral presentation of the results of a class assignment has been made. N1, N2, N3, N4, N5, N6 = for each completed class assignment (in groups), the student receives 0.5 points Individual homework (IA), as well as the exam, is assessed in accordance with the common grading scale from 0 to 10 points.

Bibliography

Recommended Core Bibliography

Advanced strategic management : a multi-perspective approach, Jenkins, M., 2007
Ansoff, H. I. (1991). Critique of Henry Mintzberg’s “The Design School: Reconsidering the Basic Premises of Strategic Management.” Strategic Management Journal (John Wiley & Sons, Inc.), 12(6), 449–461. https://doi.org/10.1002/smj.4250120605
Budgeting : a comprehensive guide, Bragg, S. M., 2023
Building the knowledge economy in Europe : new constellations in European research and higher education governance, , 2014
Case studies in strategic management, Jones, G. R., 2013
Cases & materials on international law, Dixon, M., 2016
Chochorelou, M. (2018). Multinational corporations as a new subject of international investment law: Rights conferred to investors under the ISDS provisions of intergovernmental and bilateral treaties and ways to balance this new reality. Universitat Internacional de Catalunya, 2018. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edstdx&AN=edstdx.10803.664724
Ciccotello, C. (2016). Financial Planning Issues in the Era of Asset Location. Journal of Financial Service Professionals, 70(2), 74–80. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=113275536
Clarkson, M. E. (1995). A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review, 20(1), 92–117. https://doi.org/10.5465/AMR.1995.9503271994
Coercive diplomacy, sanctions and international law, , 2016
Donald J. Puchala. (1999). Institutionalism, Intergovernmentalism and European Integration: A Review Article. Journal of Common Market Studies, (2), 317. https://doi.org/10.1111/1468-5965.00165
International intergovernmental and non-governmental organizations in international relations. (2018). Italy, Europe: EUT Edizioni Università di Trieste. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.D5BD4E98
International organisations and global problems : theories and explanations, Park, S., 2018
Krasnyak, O. (2020). Science Diplomacy and Soviet-American Academic and Technical Exchanges. The Hague Journal of Diplomacy ; Volume 15, Issue 3, Page 398-408 ; ISSN 1871-1901 1871-191X. https://doi.org/10.1163/1871191x-bja10025
Maryam Ayoubi, Ehsan Mehrabanfar, & Audrius Banaitis. (2018). Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry. Administrative Sciences, (3), 27. https://doi.org/10.3390/admsci8030027
Michael A. Hitt, Javier Gimeno, & Robert E. Hoskisson. (2016). Current and Future Research Methods in Strategic Management. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A98E3077
Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15(4), 323–338. https://doi.org/10.1111/j.1467-8608.2006.00460.x
Olga Krasnyak. (2019). National Styles in Science, Diplomacy, and Science Diplomacy : A Case Study of the United Nations Security Council P5 Countries. Brill.
Remedies against international organisations, Wellens, K., 2002
Rungius, C. V. aut. (2020). Romancing science for global solutions on narratives and interpretative schemas of science diplomacy Charlotte Rungius, Tim Flink.
Strategic communication : an introduction, Falkheimer, J., 2018
Teece, D. J. (2009). Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth. New York: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=265018

Recommended Additional Bibliography

Analysis of multinational strategic management : the selected scientific papers of Alan M. Rugman and Alain Verbeke, Rugman, A. M., 2005
Between peril and promise : the politics of international law, Rochester, J. M., 2012
Business cycle theory, Arnold, L. G., 2002
Business models and strategic management : a new integration, Newth, F., 2012
Corporate strategic communication : a general social and economic theory, Stanton, R., 2017
Dutrénit, G., & Suárez, M. (2018). Involving stakeholders in policymaking: tensions emerging from a public dialogue with knowledge-based entrepreneurs. Science & Public Policy (SPP), 45(3), 338–350. https://doi.org/10.1093/scipol/scx043
Enduring territorial disputes : strategies of bargaining coercive diplomacy, and settlement, Wiegand, K. E., 2011
FRIEDMAN, A. L., & MILES, S. (2002). Developing Stakeholder Theory. Journal of Management Studies (Wiley-Blackwell), 39(1), 1–21. https://doi.org/10.1111/1467-6486.00280
Global strategic management, Mellahi, K., 2005
The Manhattan Project : big science and the atom bomb, Hughes, J., 2002

Authors

Suleimanov Irek Tavfikovich

Course Syllabus