Managing Ambiguities at the Edge of Knowledge

Abstract

Many research-intensive universities have moved into the business of promoting technology development that promises revenue, impact, and legitimacy. While the scholarship on academic capitalism has documented the general dynamics of this institutional shift, we know less about the ground-level challenges of research priority and scientific problem choice. This paper unites the practice tradition in science and technology studies with an organizational analysis of decision-making to compare how two university artificial intelligence labs manage ambiguities at the edge of scientific knowledge. One lab focuses on garnering funding through commercialization schemes, while the other is oriented to federal science agencies. The ethnographic comparison identifies the mechanisms through which an industry-oriented lab can be highly adventurous yet produce a research program that is thin and erratic due to a priority placed on commercialization. However, the comparison does not yield an implicit nostalgia for federalized science; it reveals the mechanisms through which agency-oriented labs can pursue a thick and consistent research portfolio but in a strikingly myopic fashion.