Participatory governance in public research organizations

Purpose: Due to growing expectations for academia to address complex societal challenges in inclusive and transparent ways, the question arises of how public engagement can be embedded not only within research projects but also in the governance structures of research organizations. Drawing on case studies of ministerial research institutes (MRIs), this paper aims to examine the institutional and ethical conditions under which participatory practices can be implemented and sustained. MRIs are a distinct type of publicly funded research organization operating at the intersection of science and policy, directly affiliated with government ministries.
Design/methodology/approach: This study uses a qualitative multiple case study design focused on three German MRIs. It is based on 26 semistructured expert interviews, supported by document analysis and observations. The COM-B model (capability, opportunity, motivation - behavior) serves as an analytical framework to explore enabling and constraining factors.
Findings: This study reveals a gap between normative commitments to participation and their institutional realization. This is shaped by limitations in capability (e.g. methodological and dialogical skills); opportunity (e.g. strategic anchoring and support); and motivation (e.g. recognition and incentives), but also highlights existing capacities and initiatives as entry points for change.
Originality/value: While established in behavioral science, the COM-B model is applied here for the first time to participatory governance and organizational change. This paper develops a three-level intervention model - micro, meso and macro - to guide the implementation of participation in research institutions.