This article discusses how Centres of Excellence (CoE) and the existence of several logics in these centres can contribute to the differentiation of the strategic profiles of universities. The study sees research centres as a way to organize research activities in Higher Education Institutions (HEIs) in order to target both excellence but also societal challenges through focused thematic research. It reveals how societal challenges and their interpretation by these centres contribute to the differentiation of the strategic profiles of universities. Studies of centres of excellence programs in Sweden and Japan reveal differences in how their mission is formulated for relevance and excellence. The results indicate that contrasting missions of HEIs are accommodated through the dual logics of these centres relating both to autonomy and industry collaboration. The study shows that long-term funding gives these centres flexibility to set the agenda and focus on their strategic core activities. In other words, a logic of autonomy guides their strategic choices of research activities over the long-run as well as collaborators. Nevertheless, these centres are also developing strategies to cope with dilemmas stemming from the excellence-relevance and evaluation templates that emerge in the nexus of their collaborative ties with industry, government and universities.

中文翻译：

---

管理卓越中心的复杂性：适应制度逻辑的多样性

本文讨论了卓越中心 (CoE) 以及这些中心中存在的几种逻辑如何有助于大学战略概况的差异化。该研究将研究中心视为在高等教育机构 (HEI) 中组织研究活动的一种方式，以便通过有针对性的主题研究来应对卓越和社会挑战。它揭示了社会挑战及其这些中心对它们的解释如何促成大学战略概况的差异化。对瑞典和日本卓越中心项目的研究揭示了其使命在制定相关性和卓越性方面的差异。结果表明，通过这些中心与自治和行业合作相关的双重逻辑，可以适应高等教育机构的不同使命。研究表明，长期资助使这些中心能够灵活地制定议程并专注于其战略核心活动。换句话说，自主的逻辑指导着他们对研究活动以及合作者的长期战略选择。尽管如此，这些中心也在制定战略，以应对在与行业、政府和大学的合作关系中出现的卓越相关性和评估模板所带来的困境。从长远来看，自主性逻辑指导着他们对研究活动和合作者的战略选择。尽管如此，这些中心也在制定战略，以应对在与行业、政府和大学的合作关系中出现的卓越相关性和评估模板所带来的困境。从长远来看，自主性逻辑指导着他们对研究活动和合作者的战略选择。尽管如此，这些中心也在制定战略，以应对在与行业、政府和大学的合作关系中出现的卓越相关性和评估模板所带来的困境。