impacts, (b) perceiving themselves as political actors engaged in shaping and
changing society, (c) being hesitant in becoming agents of change for sustainability
or (d) stressing the complex web of actors, interests and perspectives related to
sustainability but emphasizing humility with respect to their societal role. That said,
researchers often still feel removed from decision-making processes for sustainable
development. Scholars have argued that additional capacity and skills are needed to
effectively integrate scientific knowledge and quality within social practices and
principles and to address challenges that arise (especially) when scientific credibility
becomes incompatible with stakeholders’ values and beliefs (Van Kerkhoff and
Lebel 2006; Yarime et al. 2012; Pohl et al. 2010) (Chap. 8 Vol. 2).
From the side of the industry, the increasing implementation of corporate social
responsibility (CSR) policies (see Chap. 4 Vol. 1) provides universities with another
opportunity to redefine how they can engage meaningfully with companies, especially in the context of the SDGs. Currently, these relationships are usually short
term, project based and unsustainable after the initial funding finishes.
Overall, the SDGs provide universities with a unique opportunity to re-interpret
institutional strategies and re-determine the structures and mechanisms required for
strengthening partnerships at the local level (El-Jardali et al., 2018). For example, the
Sustainable Development Goals Philanthropy Platform launched in Ghana in July
2015 involves multi-stakeholder partnerships and engagement processes in the
thematic areas of water, education and enabling environments. The platform aims
at helping both local and global institutions align their priorities in the context of
SDG implementation efforts within the country and broker development frameworks
(see Chap. 5 Vol. 1). Universities can support such processes by adopting fit-forpurpose research governance mechanisms, orienting internal decision-making processes, allocating resources effectively, redesigning organizational structures and
providing an incentive system for research, reporting activities and accountability
(Paletta et al. 2019).
8.4.5 Policy Implications and Recommendations
Ghana’s Coordinated Programme of Economic and Social Development Policies
(2017–2024) highlights five key strategic anchors to drive growth and development:
(a) revitalizing the economy; (b) transforming agriculture and industry;
(c) strengthening social protection and inclusion; (d) revamping economic and social
infrastructure and (e) reforming public service delivery institutions. The government
has recognized the importance of research to achieving these, emphasizing that
An appropriate environment will be created to promote formation of strong partnerships with
research institutions, academia and industry, to ensure that research outputs are turned into
industrial applications. This will ultimately lead to a reduction in imports, increase in
exports, and serve as a catalyst for job creation and economic growth (GoG 2017: 86).
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changing society, (c) being hesitant in becoming agents of change for sustainability
or (d) stressing the complex web of actors, interests and perspectives related to
sustainability but emphasizing humility with respect to their societal role. That said,
researchers often still feel removed from decision-making processes for sustainable
development. Scholars have argued that additional capacity and skills are needed to
effectively integrate scientific knowledge and quality within social practices and
principles and to address challenges that arise (especially) when scientific credibility
becomes incompatible with stakeholders’ values and beliefs (Van Kerkhoff and
Lebel 2006; Yarime et al. 2012; Pohl et al. 2010) (Chap. 8 Vol. 2).
From the side of the industry, the increasing implementation of corporate social
responsibility (CSR) policies (see Chap. 4 Vol. 1) provides universities with another
opportunity to redefine how they can engage meaningfully with companies, especially in the context of the SDGs. Currently, these relationships are usually short
term, project based and unsustainable after the initial funding finishes.
Overall, the SDGs provide universities with a unique opportunity to re-interpret
institutional strategies and re-determine the structures and mechanisms required for
strengthening partnerships at the local level (El-Jardali et al., 2018). For example, the
Sustainable Development Goals Philanthropy Platform launched in Ghana in July
2015 involves multi-stakeholder partnerships and engagement processes in the
thematic areas of water, education and enabling environments. The platform aims
at helping both local and global institutions align their priorities in the context of
SDG implementation efforts within the country and broker development frameworks
(see Chap. 5 Vol. 1). Universities can support such processes by adopting fit-forpurpose research governance mechanisms, orienting internal decision-making processes, allocating resources effectively, redesigning organizational structures and
providing an incentive system for research, reporting activities and accountability
(Paletta et al. 2019).
8.4.5 Policy Implications and Recommendations
Ghana’s Coordinated Programme of Economic and Social Development Policies
(2017–2024) highlights five key strategic anchors to drive growth and development:
(a) revitalizing the economy; (b) transforming agriculture and industry;
(c) strengthening social protection and inclusion; (d) revamping economic and social
infrastructure and (e) reforming public service delivery institutions. The government
has recognized the importance of research to achieving these, emphasizing that
An appropriate environment will be created to promote formation of strong partnerships with
research institutions, academia and industry, to ensure that research outputs are turned into
industrial applications. This will ultimately lead to a reduction in imports, increase in
exports, and serve as a catalyst for job creation and economic growth (GoG 2017: 86).
270
A. M. Mensah and C. Gordon