Search Results (2)

Innovation in science and technology arises from balanced supports for basic research, applied research, and societal implementation. However, changes in Japanese science policy that shifts toward top–down, evaluation-based, and competitive funding practices appear to have undermined Japan’s long-term research sustainability and innovation potential. The “selection and concentration” strategy (prioritization of specific research areas) and “competition principle”, combined with persistent reduction in Management Expenses Grants, have significantly altered Japan’s research environment for the worse. Together with these policy changes, the introduction of fixed-term contracts in academia has increased instability at both the institutional and the individual levels and has diminished the time and resources available for long-term basic research. Academic careers in science have become less attractive, as evidenced by declining doctoral student enrollment. These changes threaten the potential for scientific discoveries that lead to innovation. Although initiatives such as the introduction of University Research Administrators (URAs) have been implemented to support researchers, such efforts remain insufficient to counterbalance the systemic challenges faced by Japan’s research ecosystem. To re-establish a stable research environment, rethinking the strategy may be necessary, including restoration of stable institutional funding, sustainable career pathways, and balanced funding allocation to basic science that foster seeds for future innovation. Full article

Fostering global leaders for the next generation is an important mission of universities. In Japan, Leading Programs in Doctoral Education (LP) has been implemented in many graduate schools. The main goal of this program is to foster PhDs with deep specialization and peer leadership who will be able to compete well internationally. The Graduate School of Life Science, University of Hyogo is implementing a LP to foster global leaders using cutting-edge technology. They are also trying to create new evaluation criteria of human resource development with their corporate sponsors. The success of LP depends not only on how many graduates can play leading roles globally, but also how university staff can create a superior new evaluation criteria of human resource development and how much it can be shared with universities and industry. Development of students and graduates with a high level of ability takes time, thus it is important to consider the continuous development of LP. Full article