Abstract: The growing importance of the interplay between fundamental research and technological innovation has marked a shift from the era of “small science,” characterized by individual scientific inquiry, to the era of “big science,” where national leadership and broader societal collaboration jointly drive progress. It has become essential for governments to strengthen the management of research organizations by concentrating key resources on advancing critical fields and core technologies to address significant strategic demands, thereby promoting organized research. As China’s science and technology policy undergoes dynamic adjustments, there is an emerging focus on reinforcing the organized approach to scientific research. While the term “organized research” has only recently entered the discourse of Chinese national policy, Western countries have a long history of conducting extensive theoretical studies and practical explorations into the organized phenomenon of scientific research activities and institutions. These efforts have resulted in relatively sophisticated institutional frameworks and governance practices. This paper revisits the historical evolution of organized research in the West, dividing it into four stages – the “germination stage,” the “national security-oriented stage,” the “market-oriented transformation stage,” and the “future-oriented stage.” Situated at a pivotal juncture in history, the study endeavors to delineate key concepts from significant historical events within these stages. Over time, the organized research model has adapted to societal needs and technological trends, increasingly characterized by a mission-driven nation, the promotion of interdisciplinary collaboration, and the close integration with the market. The roles of governments, academic institutions, and enterprises have continuously evolved and become more interwoven, collectively advancing the systematization and institutionalization of scientific organizations. In addition, this paper examines the theoretical underpinnings of organized research, especially using the “connected science” model exemplified by the U.S. Defense Advanced Research Projects Agency (DARPA) as a case study, seeks to identify pathways for implementing organized research in contemporary times. The establishment of DARPA has facilitated the conceptualization of “connected science” – an innovative organizational model that bridges institutional and individual interfaces within scientific organizations while driving economic growth and technological innovation. This model certifies a flexible, innovation-oriented system distinguished by its commitment to radical innovation, deep collaboration, and a flat, tightly integrated structure among participants. It also tackles specific technological challenges by leveraging both internal and external resources, aligning national missions with individual interests, and transcending basic and applied research. The wealth of practical experience accumulated points to the effectiveness of this model in organizing and managing scientific research. The paper concludes by proposing three theoretical logics to conceptualize the “connected science” model for understanding organized research activities. The first emphasizes the integration of technological and talent elements. Within the connected science model, it is insufficient to simply possess R&D resources and talent. These elements need to work together and be underpinned by institutional mechanisms that foster the seamless integration of diverse innovation components within organizations. The second involves bridging the gap between institutional and individual interests and aligning organizational and project visions. Innovative organizations must connect the capabilities of institutional frameworks with contributions of individual actors. This multi-level connection ensures institutions effectively harness individual expertise while aligning it with broader organizational goals. The third pertains to the necessity of coordinating organizational and project visions. Harmonizing these visions is critical to overcoming the technological path dependence that can arise from vague national missions and rigid networks. This alignment also encourages the generation of new ideas, creates innovative networks, and empowers organizations and project teams to move beyond established patterns, thus pushing forward novel developments. Taken together, these theoretical logics provide a foundation for advancing organized research to higher levels of productivity and impacts.