Brief paper regarding change management and the impact upon large organizational structures where new technologies are concerned.

1. Selected Technology<br />The technology/information system selected is actually more of a policy than a system, at least to begin with. The core of this is the implementation of a computational grid fabric management strategy in support of collaboration with large scale data storage, retrieval, and transmission capabilities in support of the Arizona Genomics Institute and Computational Laboratory (AGI). While that seems narrowly construed, singling out AGI, the policy that underpins grid fabric management is meant to facilitate future grid collaborations both within and external to the institution.<br />Grounding Literature<br />The curious paradox exists that organizations can influence the behavior and values of the individual, while the organization itself is constructed or<br />composed of these same individuals. In the case of Higher Education, perhaps the most telling saying with respect to “control” over constituencies involved in a consensus management scheme is one that is often quoted: “It’s like trying to herd cats”. This, of course, simply means that while it is not uncommon for the institution to have a clear vision of its desired image, the challenge is for leadership to translate that vision of the desired image into strategic action items that can move towards eventual attainment of the image sought. This task is increasingly complex as more represented constituencies are involved in the dialogue and it also become more complicated the further it departs from the trajectory of the organizational saga ADDIN EN.CITE <EndNote><Cite><Author>Clark</Author><Year>1972</Year><RecNum>20</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>20</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>Clark, Burton R.</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>The Organizational Saga in Higher Education</style></title><secondary-title><style face='normal' font='default' size='100%'>Administrative Science Quarterly</style></secondary-title><short-title><style face='normal' font='default' size='100%'>Organizational Saga</style></short-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>Administrative Science Quarterly</style></full-title></periodical><pages><style face='normal' font='default' size='100%'>178-184</style></pages><volume><style face='normal' font='default' size='100%'>17</style></volume><number><style face='normal' font='default' size='100%'>2</style></number><dates><year><style face='normal' font='default' size='100%'>1972</style></year><pub-dates><date><style face='normal' font='default' size='100%'>Jun, 1972</style></date></pub-dates></dates><work-type><style face='normal' font='default' size='100%'>Journal</style></work-type><urls><related-urls><url><style face='normal' font='default' size='100%'>http://links,jstor.org/sici?sici=0001-8392%28197206%2917%3A2%3C178%3ATOSIHE%3E2.0.CO%3B2-Y </style></url></related-urls></urls></record></Cite></EndNote>(Clark 1972).<br />In the work “Academic Capitalism” the themes of shifting faculty into the marketplace informs the political and economic underpinnings that are influences in the institution while resource dependency theory casts a hue upon the lens of analysis ADDIN EN.CITE <EndNote><Cite><Author>Slaughter</Author><Year>1997</Year><RecNum>15</RecNum><record><database name=quot;
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>Slaughter, Sheila</style></author><author><style face=quot;
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>Leslie, Larry </style></author></authors></contributors><titles><title><style face=quot;
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>Academic capitalism : politics, policies, and the entrepreneurial university</style></title></titles><pages><style face=quot;
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>ix, 276 p.</style></pages><keywords><keyword><style face=quot;
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>Education, Higher Economic aspects.</style></keyword><keyword><style face=quot;
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>College teachers Economic conditions.</style></keyword><keyword><style face=quot;
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>Higher education and state.</style></keyword><keyword><style face=quot;
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>Education, Higher Political aspects.</style></keyword><keyword><style face=quot;
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>Technology transfer.</style></keyword></keywords><dates><year><style face=quot;
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>1997</style></year></dates><pub-location><style face=quot;
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>Baltimore</style></pub-location><publisher><style face=quot;
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>Johns Hopkins University Press</style></publisher><isbn><style face=quot;
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>0801855497 (alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Slaughter and Leslie 1997) . Finally, the notion of budgetary incrementalism and the recognition that budgeting is both a political and economic negotiation as described by Wildavsky informs the method of implementation for the selected technology and underpinning policy (Wildavsky 1984).<br />Grid Fabric<br />The institution selected is the University of Arizona and the technology involved is designed to facilitate grid collaboration in biogenic / biomedical research (BGR). This proposal is designed to be folded into emerging strategic initiatives of the institution. Prudence guides a focus of centrality vis-à-vis the new strategic vision of the institution, and biogenic research was thusly selected as the implementation point of a larger campus wide policy of grid fabric standardization. The expression “grid fabric” relates to adoption of Globus and Open Grid Services Architecture (OGSA) standards, which has already been done with Condor on the U of A’s existing scientific grid, UAGrid.<br />The Seduction of Academic Capitalism<br />The University of Arizona (UofA) has, in recent years, pursued a strategy of partnering with industry in various research initiatives directly related to different aspects of biogenic / biomedical research. In recent years, the institution has invested in areas that hold prospects for technology transfer activities. This is perhaps best evidenced by significant direct investment in a large technology park. The institution has been increasing its portfolio of academic investments and it has a pattern of continually positioning itself closer to the marketplace. Such activities are reconciled with academic capitalism as an supporting girder underpinning the construction of these institutional initiatives ADDIN EN.CITE <EndNote><Cite><Author>Slaughter</Author><Year>1997</Year><RecNum>15</RecNum><record><database name=quot;
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>Slaughter, Sheila</style></author><author><style face=quot;
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>Leslie, Larry </style></author></authors></contributors><titles><title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Academic capitalism : politics, policies, and the entrepreneurial university</style></title></titles><pages><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>ix, 276 p.</style></pages><keywords><keyword><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>Education, Higher Economic aspects.</style></keyword><keyword><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>College teachers Economic conditions.</style></keyword><keyword><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>Higher education and state.</style></keyword><keyword><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>Education, Higher Political aspects.</style></keyword><keyword><style face=quot;
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100%quot;
>Technology transfer.</style></keyword></keywords><dates><year><style face=quot;
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>1997</style></year></dates><pub-location><style face=quot;
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>Baltimore</style></pub-location><publisher><style face=quot;
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100%quot;
>Johns Hopkins University Press</style></publisher><isbn><style face=quot;
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>0801855497 (alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Slaughter and Leslie 1997). <br />Research in biogenic and biomedical sciences also contributes to the sense of identity the institution has. But the image of the institution is constantly being negotiated by external and internal parties. In addition to the dynamics of image and identity ADDIN EN.CITE <EndNote><Cite><Author>Gioia</Author><Year>1996</Year><RecNum>2</RecNum><record><database name=quot;
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>Gioia, D., Thomas, B.</style></author></authors></contributors><titles><title><style face=quot;
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>Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia</style></title><secondary-title><style face=quot;
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>Administrative Science Quarterly</style></secondary-title></titles><periodical><full-title><style face=quot;
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>Administrative Science Quarterly</style></full-title></periodical><pages><style face=quot;
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>370-403</style></pages><volume><style face=quot;
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>41</style></volume><number><style face=quot;
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>3</style></number><dates><year><style face=quot;
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>1996</style></year><pub-dates><date><style face=quot;
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>Sept., 1996</style></date></pub-dates></dates><work-type><style face=quot;
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>Journal Article</style></work-type><urls></urls><language><style face=quot;
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>English</style></language></record></Cite></EndNote>(Gioia 1996), it should be noted that state revenues streams have not kept pace with the rising cost of education. This serves as a motivating factor for the institution to seek external resources ADDIN EN.CITE <EndNote><Cite><Author>Pfeffer</Author><Year>1978</Year><RecNum>7</RecNum><record><database name=quot;
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8.0quot;
>EndNote</source-app><rec-number>7</rec-number><ref-type name=quot;
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>6</ref-type><contributors><authors><author><style face=quot;
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>Pfeffer, Jeffrey</style></author><author><style face=quot;
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>Salancik, Gerald R.</style></author></authors></contributors><titles><title><style face=quot;
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>The external control of organizations : a resource dependence perspective</style></title></titles><pages><style face=quot;
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>xiii, 300 p.</style></pages><keywords><keyword><style face=quot;
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>Industries Social aspects.</style></keyword><keyword><style face=quot;
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>Interorganizational relations.</style></keyword></keywords><dates><year><style face=quot;
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>1978</style></year></dates><pub-location><style face=quot;
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>New York</style></pub-location><publisher><style face=quot;
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>Harper &amp; Row</style></publisher><isbn><style face=quot;
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>0060451939</style></isbn><urls></urls></record></Cite></EndNote>(Pfeffer and Salancik 1978). A prudent financial advisor might encourage an investor to diversify their portfolio, so too, prudent administrators explore promising avenues to mitigate the reduced revenues streams from state budgets.<br />Political Collaboration: The Flight of the Condor<br />The proposal is politically constructed to support three interrelated biogenic initiatives, namely, the International Genomics Consortium (IGC) Translational Genomics Research Institute and the Arizona Genomics Institute and Computational Laboratory. This technology policy speaks to the need for a system wide normalization of data structures that may serve as part of the underpinning architecture for future grid deployments. <br />The objective of standardizing the selection open source middleware combined with cluster supported operating systems for personal computers and workstations that can accept grid fabric and interface efficiently with enterprise data solutions is a long term objective that will require significant political cooperation between different research centers within and external to the institution.. The object, simply stated, is to eventually siphon off significant amounts of unused central processing unit (CPU) power, sometimes referred to as “cycles”, without causing interruptions to anybody’s work. Fortunately, an existing successful model exists at the institution that is fully compatible with the selected technologies, namely, the University of Arizona Grid Project (UAGrid) managed by the Research Computing Group. UAGrid uses a Globus derivative software called Condor. Condor is an open management system that supports high throughput computing and it has existing grid management fabric in place. Because of this existing resource, the Research Computing Group obviously has an important stake in the extension of the Condor.<br />Extraction of Surplus: Harvesting Cycles<br />Within the proposed technology policy is an action item designed to create a second grid of similar size leveraging existing resources. A second beta-grid testing site for harnessing surplus computational power is almost irresistible. It is an existing homogenous group of 233 Personal Computers, all of which are currently networked and located in the Information Commons attached to the Main Library. To mitigate any inconvenience to students, a strategy of partial utilization during off peak hours would be implemented in a similar manner to the UAGrid. The harvesting site is situated in close proximity (<1km) to the building, where AGI housed, and it should be noted that underground infrastructure for data transmission hardware exist and are owned and operated by the institution. This potentially vast expense is thusly mitigated and the plan requires no external negotiations relative to leasing fiber, nor are there any royalty provisions attached to bandwidth consumption to constrain the project. This is a supplemental goal designed to reconcile the proposal with the strategic vision of the institution.<br />Standardization<br />Standardization fosters the ability to exchange data more opportunely and it is no mistake that this also sets the stage for enhanced collaboration initiatives on an international scale. This territory is fertile with opportunities for the creation of knowledge capital. Conventional wisdom could suggest the potential rewards of such collaborations might clearly outweigh what is undoubtedly a plethora of unanswered questions regarding ownership and intellectual property matters, especially in collaborations external to the institution ADDIN EN.CITE <EndNote><Cite><Author>Goodenow</Author><Year>1996</Year><RecNum>21</RecNum><record><database name=quot;
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>Goodenow</style></author></authors></contributors><titles><title><style face=quot;
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>The Cyberspace Challenge: Modernity, Post-Modernity and Reflections on International Networking Policy</style></title><secondary-title><style face=quot;
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>Comparative Education</style></secondary-title><short-title><style face=quot;
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>Comparative Education and Post-Modernity</style></short-title></titles><periodical><full-title><style face=quot;
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>Comparative Education</style></full-title></periodical><pages><style face=quot;
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>197-216</style></pages><volume><style face=quot;
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>32</style></volume><number><style face=quot;
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>2, Special Number (18)</style></number><dates><year><style face=quot;
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>1996</style></year><pub-dates><date><style face=quot;
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>Jun., 1996</style></date></pub-dates></dates><publisher><style face=quot;
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>Taylor &amp; Francis, Ltd.</style></publisher><work-type><style face=quot;
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>Journal Article</style></work-type><urls></urls><remote-database-provider><style face=quot;
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>JStor</style></remote-database-provider></record></Cite></EndNote>(Goodenow 1996).<br />The Framework for Advancement<br />An institutional grid fabric decision package provides a framework for grid expansion while gathering a direct alignment with centralized political resources. It also seeks to extend the capabilities and opportunities for the institution to gather the momentum desired by government entities currently supporting biogenic and biomedical initiatives. By imbedding the proposal into the heart of the collaborative infrastructure of the statewide biogenic initiatives it is hoped that external resistance, if any, will be obfuscated. <br />If the substantial commitment to biogenic research is to bear the fruit desired, then there will, no doubt, be continual growth patterns in the quantity, nature, and computationally intensive requirements of an increasing portfolio of biogenic research projects. In order to maximize distributed resources, some management of computational overhead may enhance collaborative interaction opportunities via grid research portals connecting to geographically and economically disparate computing facilities that are beyond the capability and budgetary reality of the institution (Kaufman and Smarr 1997).<br />Budget Constraints<br />It is no secret that the UofA has been chronically pressured by its operating budget constraints. The institution also has a history of consensus management and when the annual budget rolls around the traditional engagement of turf protection ensues as the annual battle of the budget grips the campus. This battle of great fame and repute is affectionately called the “All Funds” budget process. The All funds process quickly brings to mind the expression, “where you stand depends on where you sit” as an expression that captures the essence of “All Funds” negotiations. Challenging financial environments nurture the desire of various constituents to diversify revenue streams so that their income models are not isolated to the goodwill and generosity of the central administration. <br />Campus Wide Implications<br />The impetus is obviously designed to place a measurable increase of computational power directly into the hands of the AGI and later to other scientific research communities within the institution. This is the narrow and short term focus of the technology and the policy. The larger picture, and hopefully, the more exciting one is the prospect of generating campus wide policy to support a larger scope scientific data standardization initiative. <br />Technological Change<br />When speaking of technological change, the common view emphasizes automation and other capital-intensive production devices. Such technological change transforms the nature of human interaction with work in a manner that seems rather straightforward. Organizational theories provide a framework to predict responses to the introduction of global technology changes in the institution. <br />Image Enhancement<br />The work of Gioia and Thomas speaks to an ongoing negotiation relative to institutional image. The notion of a negotiated image grounds the perception of strategic change. The dynamics of both organizational image and identity are constantly being revised and sometimes pushed in certain directions. Moving the UofA towards a more elite level of research is a centerpiece of a major institutional strategy entitled “focused excellence” (Gioia 1996) and this interfaces with the notion of an upgraded institutional identity, which in this context, is understood to be how the internal constituents view the organization whereas image is construed to mean how external constituencies view the organization ADDIN EN.CITE <EndNote><Cite><Author>Gioia</Author><Year>1996</Year><RecNum>2</RecNum><record><database name=quot;
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version=quot;
8.0quot;
>EndNote</source-app><rec-number>2</rec-number><ref-type name=quot;
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>17</ref-type><contributors><authors><author><style face=quot;
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>Gioia, D., Thomas, B.</style></author></authors></contributors><titles><title><style face=quot;
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>Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia</style></title><secondary-title><style face=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></secondary-title></titles><periodical><full-title><style face=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></full-title></periodical><pages><style face=quot;
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font=quot;
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size=quot;
100%quot;
>370-403</style></pages><volume><style face=quot;
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size=quot;
100%quot;
>41</style></volume><number><style face=quot;
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>3</style></number><dates><year><style face=quot;
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>1996</style></year><pub-dates><date><style face=quot;
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>Sept., 1996</style></date></pub-dates></dates><work-type><style face=quot;
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>Journal Article</style></work-type><urls></urls><language><style face=quot;
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>English</style></language></record></Cite></EndNote>(Gioia 1996). Change may also be viewed as being potentially influenced by external forces while reaffirming organizational needs for external legitimacy ADDIN EN.CITE <EndNote><Cite><Author>Gioia</Author><Year>1996</Year><RecNum>2</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>2</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>Gioia, D., Thomas, B.</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia</style></title><secondary-title><style face='normal' font='default' size='100%'>Administrative Science Quarterly</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>Administrative Science Quarterly</style></full-title></periodical><pages><style face='normal' font='default' size='100%'>370-403</style></pages><volume><style face='normal' font='default' size='100%'>41</style></volume><number><style face='normal' font='default' size='100%'>3</style></number><dates><year><style face='normal' font='default' size='100%'>1996</style></year><pub-dates><date><style face='normal' font='default' size='100%'>Sept., 1996</style></date></pub-dates></dates><work-type><style face='normal' font='default' size='100%'>Journal Article</style></work-type><urls></urls><language><style face='normal' font='default' size='100%'>English</style></language></record></Cite><Cite><Author>Drummond</Author><Year>2003</Year><RecNum>22</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>22</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>Drummond, Carl</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>Strategic Planning for Research Administration</style></title><secondary-title><style face='normal' font='default' size='100%'>Journal of Research Administration</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>Journal of Research Administration</style></full-title></periodical><pages><style face='normal' font='default' size='100%'>p4, 7p</style></pages><volume><style face='normal' font='default' size='100%'>34</style></volume><number><style face='normal' font='default' size='100%'>2</style></number><keywords><keyword><style face='normal' font='default' size='100%'>Strategic Planning, Research, Management, Planning, Business Planning, Goal (Psychology), Management by objectives</style></keyword></keywords><dates><year><style face='normal' font='default' size='100%'>2003</style></year></dates><pub-location><style face='normal' font='default' size='100%'>Arlington, VA</style></pub-location><publisher><style face='normal' font='default' size='100%'>Society of Research Administrators</style></publisher><isbn><style face='normal' font='default' size='100%'>1539-1590</style></isbn><accession-num><style face='normal' font='default' size='100%'>12202733</style></accession-num><work-type><style face='normal' font='default' size='100%'>Journal Article</style></work-type><urls></urls></record></Cite></EndNote>(Gioia 1996; Drummond 2003). <br />Mimetic Isomorphism<br />When making strategic changes, institutions sometimes engage in a pattern of behavior that has been described as a mimetic strategy whereby the institution attempts to become increasingly like a similar institution that has already been successful in the space the changing institution desires to occupy ADDIN EN.CITE <EndNote><Cite><Author>DiMaggio</Author><Year>1983</Year><RecNum>1</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>1</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
font=quot;
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>DiMaggio, P., Powell, W.</style></author></authors></contributors><titles><title><style face=quot;
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font=quot;
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size=quot;
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>The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields</style></title><secondary-title><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>American Sociological Review</style></secondary-title></titles><periodical><full-title><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>American Sociological Review</style></full-title></periodical><pages><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>147-160</style></pages><volume><style face=quot;
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font=quot;
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size=quot;
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>48</style></volume><number><style face=quot;
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size=quot;
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>2</style></number><dates><year><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1983</style></year><pub-dates><date><style face=quot;
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size=quot;
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>April, 1983</style></date></pub-dates></dates><work-type><style face=quot;
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>Journal Article</style></work-type><urls></urls><language><style face=quot;
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font=quot;
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size=quot;
100%quot;
>English</style></language></record></Cite></EndNote>(DiMaggio 1983). It is arguable that one of the strongest influences as a motivator for change is money, and while that is a gross oversimplification, it still stands to reason that success in biogenic and biomedical research could carry potentially enormous financial rewards for the participating collaborators and institutions. The attraction of revenue should not be discounted, but rather, it should be recognized as a legitimate activity of the institution during a time of constricted revenue and dwindling unrestricted funds from donors and patrons.<br />The tenets of Academic Capitalism provide a lens to examine the motivational factors that surround strategic decisions related to these biogenic and biomedical initiatives ADDIN EN.CITE <EndNote><Cite><Author>Slaughter</Author><Year>1997</Year><RecNum>15</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>15</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
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>Slaughter, Sheila</style></author><author><style face=quot;
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>Leslie, Larry </style></author></authors></contributors><titles><title><style face=quot;
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>Academic capitalism : politics, policies, and the entrepreneurial university</style></title></titles><pages><style face=quot;
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>ix, 276 p.</style></pages><keywords><keyword><style face=quot;
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size=quot;
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>Education, Higher Economic aspects.</style></keyword><keyword><style face=quot;
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>College teachers Economic conditions.</style></keyword><keyword><style face=quot;
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>Higher education and state.</style></keyword><keyword><style face=quot;
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>Education, Higher Political aspects.</style></keyword><keyword><style face=quot;
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>Technology transfer.</style></keyword></keywords><dates><year><style face=quot;
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size=quot;
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>1997</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
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>Baltimore</style></pub-location><publisher><style face=quot;
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>Johns Hopkins University Press</style></publisher><isbn><style face=quot;
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>0801855497 (alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Slaughter and Leslie 1997). <br />Administrative Lattice<br />In this case, the technology and policy selected are aligned with the quadrant of applied research and it also represents a technological expansion of the workspace that will probably add some layering onto administrative tasks and, perhaps, be the genesis of more managed professionals ADDIN EN.CITE <EndNote><Cite><Author>Rhoades</Author><Year>1998</Year><RecNum>12</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>12</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
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size=quot;
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>Rhoades, Gary</style></author></authors></contributors><titles><title><style face=quot;
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>Managed professionals : unionized faculty and restructuring academic labor</style></title><secondary-title><style face=quot;
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>SUNY series, frontiers in education.</style></secondary-title></titles><pages><style face=quot;
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>x, 351</style></pages><keywords><keyword><style face=quot;
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size=quot;
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>College teachers United States.</style></keyword><keyword><style face=quot;
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size=quot;
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>College teachers Salaries, etc. United States.</style></keyword><keyword><style face=quot;
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>College teachers&apos; unions United States.</style></keyword><keyword><style face=quot;
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>Collective bargaining College teachers United States.</style></keyword><keyword><style face=quot;
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>College teachers, Part-time Salaries, etc. United States.</style></keyword><keyword><style face=quot;
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font=quot;
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size=quot;
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>Universities and colleges United States Administration.</style></keyword></keywords><dates><year><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1998</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Albany</style></pub-location><publisher><style face=quot;
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size=quot;
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>State University of New York Press</style></publisher><isbn><style face=quot;
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size=quot;
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>0791437159 (hardcover alk. paper)&#xD;0791437167 (pbk. alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Rhoades 1998). Because a grid management team and architecture already exists within the campus, the new technology and technology policy may not be seen to have significant potential to drive up administrative costs initially. It can be argued that academic endeavors that, in fact, reach into multiple disciplines and engage a variety of internal and external constituencies are, over time, likely to add to the administrative lattice ADDIN EN.CITE <EndNote><Cite><Author>Pew</Author><Year>1990</Year><RecNum>23</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>23</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Pew </style></author></authors></contributors><titles><title><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>The Lattice and Ratchet</style></title><secondary-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Policy Perspectives</style></secondary-title></titles><periodical><full-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Policy Perspectives</style></full-title></periodical><pages><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1-8</style></pages><volume><style face=quot;
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font=quot;
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size=quot;
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>2</style></volume><number><style face=quot;
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font=quot;
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size=quot;
100%quot;
>4</style></number><dates><year><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>1990</style></year><pub-dates><date><style face=quot;
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font=quot;
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size=quot;
100%quot;
>June 1990</style></date></pub-dates></dates><publisher><style face=quot;
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size=quot;
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>Higher Education Research Program sponsored by The Pew Charitable Trusts</style></publisher><work-type><style face=quot;
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>Journal Article</style></work-type><urls></urls></record></Cite></EndNote>(Pew 1990). <br />Centrality relative to the Institutional Agenda<br />It is interesting that where significant change is involved, how the differing echelons of an institution view the genesis and desired outcome of strategic changes are relative to their own place within the institution. Once again, the axiom applies, where you stand depends upon where you sit. It seems logical to believe that the relative health of a given center, department, or college within the University depends of a variety of issues including mission centrality relative to institutional goals. In many instances it is prudent to speak to internal and external funding considerations ADDIN EN.CITE <EndNote><Cite><Author>Clark</Author><Year>1972</Year><RecNum>20</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>20</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Clark, Burton R.</style></author></authors></contributors><titles><title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>The Organizational Saga in Higher Education</style></title><secondary-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></secondary-title><short-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Organizational Saga</style></short-title></titles><periodical><full-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></full-title></periodical><pages><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>178-184</style></pages><volume><style face=quot;
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font=quot;
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size=quot;
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>17</style></volume><number><style face=quot;
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size=quot;
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>2</style></number><dates><year><style face=quot;
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font=quot;
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size=quot;
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>1972</style></year><pub-dates><date><style face=quot;
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font=quot;
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size=quot;
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>Jun, 1972</style></date></pub-dates></dates><work-type><style face=quot;
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>Journal</style></work-type><urls><related-urls><url><style face=quot;
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font=quot;
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size=quot;
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>http://links,jstor.org/sici?sici=0001-8392%28197206%2917%3A2%3C178%3ATOSIHE%3E2.0.CO%3B2-Y </style></url></related-urls></urls></record></Cite><Cite><Author>Shapiro</Author><Year>1990</Year><RecNum>27</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>27</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
font=quot;
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size=quot;
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>Hanna Ashar; Jonathan Z. Shapiro</style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
100%quot;
>Are Retrenchment Decisions Rational?: The Role of Information in Times of Budgetary Stress</style></title><secondary-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Journal of Higher Education</style></secondary-title></titles><periodical><full-title><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Journal of Higher Education</style></full-title></periodical><volume><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>61</style></volume><number><style face=quot;
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font=quot;
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size=quot;
100%quot;
>2</style></number><dates><year><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1990</style></year><pub-dates><date><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Mar. - Apr., 1990)</style></date></pub-dates></dates><urls><related-urls><url><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Stable URL: http://links.jstor.org/sici?sici=0022-1546%28199003%2F04%2961%3A2%3C121%3AARDRTR%3E2.0.CO%3B2-F </style></url></related-urls></urls><remote-database-provider><style face=quot;
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>JSTOR</style></remote-database-provider></record></Cite></EndNote>(Clark 1972; Shapiro 1990). <br />On the basis of centrality relative to strategic institutional goals, one can argue that it is quite likely that where units are perceived relative to the central strategic goals of the institution will have a very real and measurable impact on their bottom line over time. This can be positive or negative depending on the position occupied and the changing perceptions of centrality, but for the purposes of this particular technology, it has been intentionally aligned with research that is seen to be focally central to the short and long term strategic goals of the University. <br />Status of Centrality<br />Because this technology furthers the initiatives of the central administration in addition to the state and federal governments, it can be argued that if implemented, it shall be seen as having the status of centrality. It is also designed to enhance inter-departmental collaboration and inter-institutional collaboration, further compelling the notion of centrality. The perception of centrality, it can be argued, tends to create a more receptive political environment especially when political participants and stakeholders contrive their own ability to benefit, either directly or indirectly, from the deployment of such technology.<br />Biogenic / Biomedical Inertia<br />Since biogenic and biomedical research has inertia with various stakeholders in state, county, and municipal constituencies, there is scant need to argue for the virtue of centrality. The key stakeholders in biogenic and biomedical research are derivative of the key policy makers in various organizations that comprise the support base for the burgeoning biogenic research initiatives in Arizona. One needs to look no further than the current Board of Directors of TGen to see an excellent example of this derivation ADDIN EN.CITE <EndNote><Cite><Author>TGen</Author><Year>2004</Year><RecNum>28</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>28</rec-number><ref-type name='Unpublished Work'>34</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>TGen</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>TGen Board of Directors </style></title><secondary-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></full-title></periodical><dates><year><style face='normal' font='default' size='100%'>2004</style></year></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://www.tgen.org/about/index.cfm?pageid=33 </style></url></related-urls></urls><access-date><style face='normal' font='default' size='100%'>October 6, 2004</style></access-date></record></Cite><Cite><Author>TGen</Author><Year>2004</Year><RecNum>28</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>28</rec-number><ref-type name='Unpublished Work'>34</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>TGen</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>TGen Board of Directors </style></title><secondary-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></full-title></periodical><dates><year><style face='normal' font='default' size='100%'>2004</style></year></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://www.tgen.org/about/index.cfm?pageid=33 </style></url></related-urls></urls><access-date><style face='normal' font='default' size='100%'>October 6, 2004</style></access-date></record></Cite><Cite><Author>TGen</Author><Year>2004</Year><RecNum>28</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>28</rec-number><ref-type name='Unpublished Work'>34</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>TGen</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>TGen Board of Directors </style></title><secondary-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></full-title></periodical><dates><year><style face='normal' font='default' size='100%'>2004</style></year></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://www.tgen.org/about/index.cfm?pageid=33 </style></url></related-urls></urls><access-date><style face='normal' font='default' size='100%'>October 6, 2004</style></access-date></record></Cite><Cite><Author>TGen</Author><Year>2004</Year><RecNum>28</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>28</rec-number><ref-type name='Unpublished Work'>34</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>TGen</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>TGen Board of Directors </style></title><secondary-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></full-title></periodical><dates><year><style face='normal' font='default' size='100%'>2004</style></year></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://www.tgen.org/about/index.cfm?pageid=33 </style></url></related-urls></urls><access-date><style face='normal' font='default' size='100%'>October 6, 2004</style></access-date></record></Cite><Cite><Author>TGen</Author><Year>2004</Year><RecNum>28</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>28</rec-number><ref-type name='Unpublished Work'>34</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>TGen</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>TGen Board of Directors </style></title><secondary-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>accessed Oct. 6, 2004, http://www.tgen.org/about/index.cfm?pageid=33</style></full-title></periodical><dates><year><style face='normal' font='default' size='100%'>2004</style></year></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://www.tgen.org/about/index.cfm?pageid=33 </style></url></related-urls></urls><access-date><style face='normal' font='default' size='100%'>October 6, 2004</style></access-date></record></Cite></EndNote>(TGen 2004). The nexus of TGen board members and higher education include the three university presidents, complimented with the governor of the state. Of course, the remaining directors each carry their own potent basket of resources and influence.<br />Given these circumstances, it would seem logical that any policy that compliments the vision of these stakeholders would benefit from an increased likelihood of positive reception by both internal and external constituencies.<br />The Six Propositions<br />The six propositions sound entirely prophetic and almost illusory in nature, but with a degree of introspection, propositions and responses began to present themselves couched in the language of higher education research. The six propositions are resultant of an overt attempt to reconcile new technology policy and new technology implementation with the greatest probability of success while recognizing the most likely detractors from this goal. The six propositions include:<br />Centrality to the research agenda of the university as well as state and federal government. <br />Limited cost - low resource implementation strategy.<br />Enhancement of institutional image relative to peers.<br />Incremental implementation of grid fabric.<br />Expansion of the administrative lattice.<br />Competitive acquisition as a power building strategy.<br />Discussion of the Propositions<br />Centrality to the research agenda of the university and the state is a tactic that seeks to fold this initiative into as existing high priority projects. By aligning the proposal with high profile initiatives it is less likely to meet resistance from the authors of those initiatives, namely, the central administration of the institution. Centrality alignment relative to the mission is a focused strategy designed to maximize the potential for top level support ADDIN EN.CITE <EndNote><Cite><Author>Clark</Author><Year>1972</Year><RecNum>20</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>20</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
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>Clark, Burton R.</style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
100%quot;
>The Organizational Saga in Higher Education</style></title><secondary-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></secondary-title><short-title><style face=quot;
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size=quot;
100%quot;
>Organizational Saga</style></short-title></titles><periodical><full-title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Administrative Science Quarterly</style></full-title></periodical><pages><style face=quot;
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font=quot;
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size=quot;
100%quot;
>178-184</style></pages><volume><style face=quot;
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size=quot;
100%quot;
>17</style></volume><number><style face=quot;
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size=quot;
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>2</style></number><dates><year><style face=quot;
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size=quot;
100%quot;
>1972</style></year><pub-dates><date><style face=quot;
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font=quot;
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size=quot;
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>Jun, 1972</style></date></pub-dates></dates><work-type><style face=quot;
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size=quot;
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>Journal</style></work-type><urls><related-urls><url><style face=quot;
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font=quot;
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size=quot;
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>http://links,jstor.org/sici?sici=0001-8392%28197206%2917%3A2%3C178%3ATOSIHE%3E2.0.CO%3B2-Y </style></url></related-urls></urls></record></Cite><Cite><Author>Shapiro</Author><Year>1990</Year><RecNum>27</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
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version=quot;
8.0quot;
>EndNote</source-app><rec-number>27</rec-number><ref-type name=quot;
Journal Articlequot;
>17</ref-type><contributors><authors><author><style face=quot;
normalquot;
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size=quot;
100%quot;
>Hanna Ashar; Jonathan Z. Shapiro</style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
100%quot;
>Are Retrenchment Decisions Rational?: The Role of Information in Times of Budgetary Stress</style></title><secondary-title><style face=quot;
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font=quot;
defaultquot;
size=quot;
100%quot;
>Journal of Higher Education</style></secondary-title></titles><periodical><full-title><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>Journal of Higher Education</style></full-title></periodical><volume><style face=quot;
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font=quot;
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size=quot;
100%quot;
>61</style></volume><number><style face=quot;
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font=quot;
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size=quot;
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>2</style></number><dates><year><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1990</style></year><pub-dates><date><style face=quot;
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font=quot;
defaultquot;
size=quot;
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>Mar. - Apr., 1990)</style></date></pub-dates></dates><urls><related-urls><url><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Stable URL: http://links.jstor.org/sici?sici=0022-1546%28199003%2F04%2961%3A2%3C121%3AARDRTR%3E2.0.CO%3B2-F </style></url></related-urls></urls><remote-database-provider><style face=quot;
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>JSTOR</style></remote-database-provider></record></Cite></EndNote>(Clark 1972; Shapiro 1990).<br />Because the institution is invested in the areas of biogenic and biomedical research and because a significant source of operational capital derives from federal grants in these areas, it is likely to sustain support because it converges with the agenda of federal funding agencies, namely the National Institutes of Health (NIH). The potential rewards from an alliance with powerful external funding sources like the NIH is a seductive force ADDIN EN.CITE <EndNote><Cite><Author>Slaughter</Author><Year>1997</Year><RecNum>15</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>15</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
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size=quot;
100%quot;
>Slaughter, Sheila</style></author><author><style face=quot;
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size=quot;
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>Leslie, Larry </style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
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>Academic capitalism : politics, policies, and the entrepreneurial university</style></title></titles><pages><style face=quot;
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size=quot;
100%quot;
>ix, 276 p.</style></pages><keywords><keyword><style face=quot;
normalquot;
font=quot;
defaultquot;
size=quot;
100%quot;
>Education, Higher Economic aspects.</style></keyword><keyword><style face=quot;
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font=quot;
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size=quot;
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>College teachers Economic conditions.</style></keyword><keyword><style face=quot;
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size=quot;
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>Higher education and state.</style></keyword><keyword><style face=quot;
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>Education, Higher Political aspects.</style></keyword><keyword><style face=quot;
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font=quot;
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size=quot;
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>Technology transfer.</style></keyword></keywords><dates><year><style face=quot;
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size=quot;
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>1997</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Baltimore</style></pub-location><publisher><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Johns Hopkins University Press</style></publisher><isbn><style face=quot;
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>0801855497 (alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Slaughter and Leslie 1997).<br />Limited cost initiatives, low resource implementation strategy. This strategy takes into account the cyclic nature of higher education funding as explained by Hovey’s balancing wheel effect. The strategy here is to recognize that the current economic and funding climate has produced budget recessions and increased tuition. Accordingly, it is probably a more prudent course of action to maneuver the technology into place without competing for fiscal resources. By doing this, the effect is that of the Camel’s nose in budgeting, it gets the technology in the door and strategically locates it to be in a position for back loading onto an entitlement in future budget negotiations. <br />The low cost low resource implementation strategy is also a backdrop to pass a standardization policy. In essence, it may be thought of as a pork barrel policy attached to a popular policy, it is functionally designed to initiate policy without invoking the political baggage associated with the need for changes in reallocated resource distribution patterns. Because of the open architecture of the existing research grid, the UAGrid, there are no conflicts likely to emerge from a policy that would otherwise seek to impose a new structure. Rather than imposing new structures upon UAGrid, this policy seeks to extend the structure of UAGrid, also increasing collaborative efforts for UAGrid and thereby enhancing the centrality of both the policy and the existing grid fabric of UAGrid.<br />Enhancement of institutional image relative to peers. Seeking to enhance and supplement central initiatives lends momentum to the leadership agenda. By positioning policy to generate image enhancement through the generation of a large scale cluster in support of both students and scientific research at the institution, it gathers status enhancement relevant to its peer institutions, thus supporting the institutional needs for external legitimization ADDIN EN.CITE <EndNote><Cite><Author>Pfeffer</Author><Year>1978</Year><RecNum>7</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>7</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Pfeffer, Jeffrey</style></author><author><style face=quot;
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>Salancik, Gerald R.</style></author></authors></contributors><titles><title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>The external control of organizations : a resource dependence perspective</style></title></titles><pages><style face=quot;
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size=quot;
100%quot;
>xiii, 300 p.</style></pages><keywords><keyword><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>Industries Social aspects.</style></keyword><keyword><style face=quot;
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size=quot;
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>Interorganizational relations.</style></keyword></keywords><dates><year><style face=quot;
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size=quot;
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>1978</style></year></dates><pub-location><style face=quot;
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>New York</style></pub-location><publisher><style face=quot;
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>Harper &amp; Row</style></publisher><isbn><style face=quot;
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>0060451939</style></isbn><urls></urls></record></Cite></EndNote>(Pfeffer and Salancik 1978). It also contributes to the process of electronic reconstruction ADDIN EN.CITE <EndNote><Cite><Author>Selwyn</Author><Year>1999</Year><RecNum>30</RecNum><record><database name='comps.enl' path='C:ocuments and Settingsdministratioresktopompsomps.enl'>comps.enl</database><source-app name='EndNote' version='8.0'>EndNote</source-app><rec-number>30</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author><style face='normal' font='default' size='100%'>Anthony J. Hesketh; Neil Selwyn</style></author></authors></contributors><titles><title><style face='normal' font='default' size='100%'>Surfing to School: The Electronic Reconstruction of Institutional Identities</style></title><secondary-title><style face='normal' font='default' size='100%'>Oxford Review of Education</style></secondary-title></titles><periodical><full-title><style face='normal' font='default' size='100%'>Oxford Review of Education</style></full-title></periodical><pages><style face='normal' font='default' size='100%'>pp. 501-520</style></pages><volume><style face='normal' font='default' size='100%'>25</style></volume><number><style face='normal' font='default' size='100%'>4</style></number><dates><year><style face='normal' font='default' size='100%'>1999</style></year><pub-dates><date><style face='normal' font='default' size='100%'>(Dec., 1999)</style></date></pub-dates></dates><urls><related-urls><url><style face='normal' font='default' size='100%'>http://links.jstor.org/sici?sici=0305-4985%28199912%2925%3A4%3C501%3ASTSTER%3E2.0.CO%3B2-J </style></url></related-urls></urls></record></Cite></EndNote>(Selwyn 1999) of the institutional image through direct collaboration with both AGI and TGen.<br />Incremental implementation of initial grid fabric. The proposed capture grid and underlying grid fabric are designed to function as a cluster resource with some portal shell services that could be extended at a later time ADDIN EN.CITE <EndNote><Cite><Author>Berman</Author><Year>2003</Year><RecNum>35</RecNum><record><database name=quot;
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path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>35</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
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size=quot;
100%quot;
>Berman, Fran</style></author><author><style face=quot;
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>Fox, Geoffrey</style></author><author><style face=quot;
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>Hey, Anthony J. G.</style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
100%quot;
>Grid computing : making the global infrastructure a reality</style></title><secondary-title><style face=quot;
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size=quot;
100%quot;
>Wiley series on parallel and distributed computing</style></secondary-title></titles><pages><style face=quot;
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size=quot;
100%quot;
>xlvi, 1012</style></pages><keywords><keyword><style face=quot;
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font=quot;
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size=quot;
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>Computational grids (Computer systems)</style></keyword></keywords><dates><year><style face=quot;
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size=quot;
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>2003</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
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>Chichester, England ; New York</style></pub-location><publisher><style face=quot;
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size=quot;
100%quot;
>Wiley</style></publisher><isbn><style face=quot;
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size=quot;
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>0470853190 (alk. paper)</style></isbn><call-num><style face=quot;
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100%quot;
>QA76.9.C58 G755 2003&#xD;004/.36</style></call-num><urls><related-urls><url><style face=quot;
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>http://www.loc.gov/catdir/toc/wiley031/2002192438.html </style></url></related-urls></urls></record></Cite></EndNote>(Berman, Fox et al. 2003). This is initially proposed on a very small scale with limited extra-departmental resources required, thus alleviating the potential for political infighting over resource reallocation. It functionally weaves additional grid fabric into the institutional core through an incremental pathway, reducing again, the chances of conflict in a highly political process ADDIN EN.CITE <EndNote><Cite><Author>Wildavsky</Author><Year>1984</Year><RecNum>33</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>33</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
normalquot;
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>Wildavsky, Aaron B.</style></author></authors></contributors><titles><title><style face=quot;
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font=quot;
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size=quot;
100%quot;
>The politics of the budgetary process</style></title></titles><pages><style face=quot;
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size=quot;
100%quot;
>xxxvi, 323 p.</style></pages><edition><style face=quot;
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size=quot;
100%quot;
>4th</style></edition><keywords><keyword><style face=quot;
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font=quot;
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size=quot;
100%quot;
>Budget United States.</style></keyword></keywords><dates><year><style face=quot;
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font=quot;
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size=quot;
100%quot;
>1984</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
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>Boston</style></pub-location><publisher><style face=quot;
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size=quot;
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>Little, Brown</style></publisher><isbn><style face=quot;
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>0316940410 (pbk.)</style></isbn><urls></urls></record></Cite></EndNote>(Wildavsky 1984).<br />Expansion of the administrative lattice. Not all consequences of policy are seen as a positive development from all quarters. In this case, it is likely that there will emerge questions of the potential for additional administrative lattice at the institution. These questions are likely to be resultant of the hue that shades the fundamental differences between faculty and administration. Faculty have been a witness to shrinking budget numbers, relatively speaking, while sustaining constant negotiations surrounding the production of knowledge, and area increasingly encroached upon by expanding staff and professional lattice ADDIN EN.CITE <EndNote><Cite><Author>Rhoades</Author><Year>1998</Year><RecNum>12</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
EndNotequot;
version=quot;
8.0quot;
>EndNote</source-app><rec-number>12</rec-number><ref-type name=quot;
Bookquot;
>6</ref-type><contributors><authors><author><style face=quot;
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>Rhoades, Gary</style></author></authors></contributors><titles><title><style face=quot;
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>Managed professionals : unionized faculty and restructuring academic labor</style></title><secondary-title><style face=quot;
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>SUNY series, frontiers in education.</style></secondary-title></titles><pages><style face=quot;
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size=quot;
100%quot;
>x, 351</style></pages><keywords><keyword><style face=quot;
normalquot;
font=quot;
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size=quot;
100%quot;
>College teachers United States.</style></keyword><keyword><style face=quot;
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font=quot;
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size=quot;
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>College teachers Salaries, etc. United States.</style></keyword><keyword><style face=quot;
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font=quot;
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>College teachers&apos; unions United States.</style></keyword><keyword><style face=quot;
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>Collective bargaining College teachers United States.</style></keyword><keyword><style face=quot;
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>College teachers, Part-time Salaries, etc. United States.</style></keyword><keyword><style face=quot;
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>Universities and colleges United States Administration.</style></keyword></keywords><dates><year><style face=quot;
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>1998</style></year></dates><pub-location><style face=quot;
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>Albany</style></pub-location><publisher><style face=quot;
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>State University of New York Press</style></publisher><isbn><style face=quot;
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>0791437159 (hardcover alk. paper)&#xD;0791437167 (pbk. alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Rhoades 1998). <br />Competitive acquisition attempts as a power building strategy. Another possible response may be attempts by remote administrative units to acquire control of certain aspects of grid fabric deployment and maintenance due to the proximity of the technology to central administration’s vision and the political favor of state and federal government agencies. In an attempt to expand resources, some organizations within the institution, operating out of the necessity to fight for all possible funding, may find the seduction of federal and state government benevolence to be so overwhelming as to incite their strategic maneuvering to gather control over these aspects of grid fabric policy ADDIN EN.CITE <EndNote><Cite><Author>Slaughter</Author><Year>1997</Year><RecNum>15</RecNum><record><database name=quot;
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C:ocuments and Settingsdministratioresktopompsomps.enlquot;
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>EndNote</source-app><rec-number>15</rec-number><ref-type name=quot;
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>Slaughter, Sheila</style></author><author><style face=quot;
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>Leslie, Larry </style></author></authors></contributors><titles><title><style face=quot;
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size=quot;
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>Academic capitalism : politics, policies, and the entrepreneurial university</style></title></titles><pages><style face=quot;
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>ix, 276 p.</style></pages><keywords><keyword><style face=quot;
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>Education, Higher Economic aspects.</style></keyword><keyword><style face=quot;
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>College teachers Economic conditions.</style></keyword><keyword><style face=quot;
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>Higher education and state.</style></keyword><keyword><style face=quot;
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>Education, Higher Political aspects.</style></keyword><keyword><style face=quot;
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>Technology transfer.</style></keyword></keywords><dates><year><style face=quot;
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>1997</style></year></dates><pub-location><style face=quot;
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>Baltimore</style></pub-location><publisher><style face=quot;
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>Johns Hopkins University Press</style></publisher><isbn><style face=quot;
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>0801855497 (alk. paper)</style></isbn><urls></urls></record></Cite></EndNote>(Slaughter and Leslie 1997). A number of entities immediately come to the forefront of imagination, but there is no way of forecasting precisely which units or departments may entertain the notion of a function take over driven by external funding promise. UAGrid, which is part of the center for computing and information technology’s research computing group, can arguably be considered a potential participant in negotiations surrounding domains of interest due to their established position on campus.<br />Patterns of Implementation<br />Because the initial stages of this technology will address only the need for wide area data management, this accretes time to monitor the development of the data structures and their appropriate use prior to engaging any designs of expanded grid collaboration. These considerations will drive the development of institutional grid collaborations with AGI, ICG, and TGen.<br />Incrementalism<br />The reason an incremental pattern of development is available at all is the un-catalogued amount of computational overhead currently built into the existing infrastructure of higher education. Since there is a zero-sum zero-loss fascia sculpted for the proposal, a toehold may be gained on a very central and strategic stage, this sets the stage for a slowly metered growth pattern, thus inculcating the technology and the policy into the institution, becoming, as they say, institutionalized ADDIN EN.CITE <EndNote><Cite><Author>Pfeffer</Author><Year>1982</Year><RecNum>36</RecNum><record><database name=quot;
comps.enlquot;
path=quot;
C:ocuments and Settingsdministratioresktopompsomps.enlquot;
>comps.enl</database><source-app name=quot;
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version=quot;
8.0quot;
>EndNote</source-app><rec-number>36</rec-number><ref-type name=quot;
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>6</ref-type><contributors><authors><author><style face=quot;
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>Pfeffer, Jeffrey</style></author></authors></contributors><titles><title><style face=quot;
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>Organizations and organization theory</style></title></titles><pages><style face=quot;
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>xiii, 378</style></pages><keywords><keyword><style face=quot;
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>Organization.</style></keyword><keyword><style face=quot;
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>Organizational behavior.</style></keyword></keywords><dates><year><style face=quot;
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size=quot;
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>1982</style></year></dates><pub-location><style face=quot;
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font=quot;
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size=quot;
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>Boston</style></pub-location><publisher><style face=quot;
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font=quot;
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size=quot;
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>Pitman</style></publisher><isbn><style face=quot;
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font=quot;
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size=quot;
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>0273018515</style></isbn><call-num><style face=quot;
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>HD31 .P3983 1982&#xD;302.3/5&#xD;HD31 .P3983 1982&#xD;HD31 .P3983 1982&#xD;HD31 .P3983 1982&#xD;HD31 .P3983 1982</style></call-num><urls></urls></record></Cite></EndNote>(Pfeffer 1982). Target systems can be characterized by dynamic output without extricating maximum potential benefit from resources controlled by the organization. This is especially true where computational overhead is concerned and it can be found in large samples scattered throughout the institution.<br />Predictions<br />Some assumptions have been made in this paper. First, the assumption that control over the proposed CPU harvest site will be relinquished without negotiation. This is not likely, but since the control resides with the library, the negotiation is seemingly a fair engagement. <br />For all this glowing optimism, the reality is that there will be continuing negotiations with the many different areas of the institution as would be participants seek entrée to grid research in the 21st century. Gathering resources sufficient to try and exert some level of institutional management over grid research activities is a significant departure from the daily operational considerations of the institution. But if private industry and governmental research agendas are indicative of future funding opportunities for higher education, then positioning in the biogenic and biomedical space may prove to be both insightful and profitable for the institution.<br />The Grid as an Academic Red Herring<br />In spite of the promise grid research holds, the fact is that it has not prolif