Download files
Abstract
This thesis examines how the career mobility system at the Commonwealth Scientific and Industrial Research Organisation (CSIRO) influences the stratification of its scientists. The persistent under-representation of women and ethnic minorities in senior ranks of research science organisations has generated substantial scholarly attention but the existing literature is contextually narrow, leaving knowledge of mobility outside of university settings under-developed. This thesis addresses the literature gap using a mixed-methods investigation of Australia’s national science agency involving one focus group, 22 in-depth interviews and 663 survey responses. The thesis uses Turner’s (1960) model of contest and sponsored mobility to frame analyses. The framework uses a control perspective to assess the level of influence existing elites hold over mobility. The study found that the politically charged role of CSIRO in the national science system was generating an unstable and insecure organisational context for scientific careers. In an attempt to meet external demands CSIRO has been subject to multiple re-organisations. Uncertainty arising from this volatile organisational context was generating high levels of informal organisation as roles and responsibilities were often unclear, and unchecked. As a result, key organisational processes influencing mobility such as resource and work allocation, career development and performance assessment were not implemented uniformly. This was facilitated by the allocation of discretionary decision-making authority to senior managers and unenforced or malleable bureaucratic systems. The mobility system favoured those better connected with senior managers and those more confident of engaging in informal negotiations and individual self-promotion. It therefore disadvantaged women and scientists from non-English speaking backgrounds who were less willing or able to self-advocate and self-promote. The mobility system was subsequently found to be sponsorship dominated, as senior management within the organisation held substantial influence over mobility processes.