The challenge to research management is threefold: first, to define the vision of a research institution, to determine the nature of its potential innovative contributions. Second, to develop the organizational prerequisites for meeting these goals, ensuring that the structures of the institution correspond to the demands. And, third, to create an internal environment which will promote the type of creativity envisioned. Innovation springs from a totally different way of looking at the subject at hand: what kind of new perspective is needed for social science research? How can an innovative approach be institutionalized and given a chance to succeed? And, given that the demands of such an institution do not correspond to the traditional demands on social scientists, what kinds of internal incentives and structures can be developed to stimulate and reward the unusual type of creativity desired? This paper seeks to answer some of these questions by abstracting from experiences with a particular model in social science research and by drawing on the relevant organizational literature.