Abstract

The notion of grand challenges has become popular in research governance to support the allocation of research funding to societally beneficial topics. This article illustrates the flexibility and usefulness of grand challenges for university rectorates and project leaders when communicating with policy makers, research funders, and local industries and companies. The flexibility is beneficial to researchers and rectorate during the design stage of research projects. However, their utility diminishes in the later stages as other targets take precedence, particularly the need to demonstrate academic excellence. First, I explore the definitions of grand challenges in United States and European Union. Second, I provide a case study demonstrating the use of grand challenges in one technical research university. Last, I propose that if the aim in research policy is to orient research more towards societal benefit, more specific processual or outcome-oriented targets should be introduced to supplement grand challenges.