Maximizing research impact: strategies for securing competitive funding in research and development centers

Purpose This study analyzes the effectiveness of research and development (R&D) organizations’ strategies for obtaining competitive international funding and the role of research management offices (RMOs) in this process. It examines the internal factors that influence the proactivity and effectiveness of R&D centers and provides a theoretical model for improving the fundraising capacity and, ultimately, the competitiveness and sustainability of these institutions. Design/methodology/approach The study sample comprised Spanish public R&D centers in the health and biomedical sectors. Partial least squares were used in the analyses to ensure the robustness of the results. Findings Several independent variables showed a significant impact on the proactivity and effectiveness of R&D centers. The dispersed priorities of R&D managers reduce proactivity and fundraising effectiveness. Incentives and RMO workload increase proactivity, but workload alone also improves effectiveness. Originality/value This study focuses on the management of health and biomedical R&D centers. It examines the influence of internal factors, such as managerial priorities, RMO incentives and RMO workload, on competitive international funding. These findings have significant theoretical and practical implications for the development of internationally applicable management strategies to enhance the effectiveness of research funding acquisition.