Relevant bibliographies by topics / Collaborative organizations

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Collaborative organizations'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Collaborative organizations"

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Allen, Lai Yu-Hung. "Organizational Collaborative Capacities in Disaster Management: Evidence from the Taiwan Red Cross Organization." Asian Journal of Social Science 39, no. 4 (2011): 446–68. http://dx.doi.org/10.1163/156853111x597279.

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Abstract In the post disaster situation, relief organizations are expected to learn and adjust their capacity to collaborate with other major players such as nonprofit organizations, government agencies, and local workers. In other words, effective responses to disasters require capacity for collaboration on the part of emergency response agencies; however in disaster affected area, not every relief organization is equally capable of doing so. The capacity for organizations to collaborate with others in and after a disaster does not occur spontaneously or in a vacuum. Since organizational collaborative capacity is essential in disaster relief, it is imperative to present empirical evidence regarding organizational collaborative capacity. The purpose of this paper is to develop a working theory of what characteristics an emergency response organization needs in order to develop collaborative capacity. We analyze collaborative capacities by examining two events: the 2004 Asian Tsunami and the 2008 Wenchuan Earthquake. This piece argues that collaborative capacity, defined by purpose, structure communication and resources, is a requisite for collaboration in a post disaster situation. The implications for practitioners and scholars in post disaster society are discussed.
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Haguouche, Samira, and Zahi Jarir. "Towards a Secure and Borderless Collaboration between Organizations: An Automated Enforcement Mechanism." Security and Communication Networks 2018 (October 21, 2018): 1–13. http://dx.doi.org/10.1155/2018/1572812.

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During the last decade, organizations have been more and more aware of the benefits of engaging in collaborative activities. To attain a required collaborative objective, they are obligated to share sensitive resources such as data, services, and knowledge. However, sharing sensitive and private resources and exposing them for an external usage may prevent the organizations involved from collaborating. Therefore, this usage requires more preoccupation with security issues. Access control is one of these required security concerns. Several access control models are defined in the literature and this multitude of models creates heterogeneity of access control policies between the collaborating organizations. In this paper, we propose Access Control in Cross-Organizational coLLABoration ACCOLLAB, a solution for automatic mapping between heterogeneous access control policies in cross-organizational collaboration. To carry out this mapping, we suggest a mechanism founded mainly on XACML profiles and on a generic language derivative of XACML we define as Generic-XACML. We also formally prove that the mapping does not affect decision evaluation of policies. Thereby the proposed contribution ACCOLLAB allows each collaborating organization to communicate their access control policies and adopt other’s policies without affecting their existing access control systems.
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Ofem, Brandon, Bindu Arya, Walter J. Ferrier, and Stephen P. Borgatti. "Entrepreneurial Orientation, Collaborative Engagement, and Performance: Evidence From Rural Economic Development Organizations." Economic Development Quarterly 34, no. 3 (May 29, 2020): 269–82. http://dx.doi.org/10.1177/0891242420926576.

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This study examines the role of entrepreneurial orientation (EO) and collaborative engagement on the performance of rural economic development organizations. The authors theorize that an organization’s EO and collaborative engagement, determined by levels of active engagement within a regional collaboration network, impact its ability to accomplish its goals, satisfy its stakeholders, and influence regional economic development. The authors’ analysis of data from 98 collaborating economic development organizations operating in the economically distressed region of eastern Kentucky shows that EO and collaborative engagement are positively associated with performance. This study provides actionable insights for leaders of economic development organizations seeking to improve their operations.
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PARTSAKOULAKIS, IOANNIS, and GEORGE VOUROS. "AGENT-ENHANCED COLLABORATIVE ACTIVITY IN ORGANIZED SETTINGS." International Journal of Cooperative Information Systems 15, no. 01 (March 2006): 119–54. http://dx.doi.org/10.1142/s0218843006001293.

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For groups of agents to act collaboratively, they need to recognize the need for collaboration, decide on the method to be followed for achieving goal states, assign responsibilities to subgroups and individuals, and so on, until responsibilities that can be fulfilled by individuals are reached. Aiming to support collaborative activity of humans within organized settings, this paper introduces a set of constructs for specifying organizational structures and introduces an explicit representation of individual and collaborative responsibilities within organizations. We conjecture that group members create common awareness towards recognizing the need for collaboration by forming group acceptances. Acceptances are formed by means of shared practices and beliefs of individual agents. The paper introduces state recognition recipes that drive group members within organizations to form acceptances, and thoroughly explains the exploitation of these recipes in conjunction to state achievement recipes for achieving goal states and fulfilling responsibilities collaboratively.
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Yousef, Mohammed, and Cesar Alberto Collazos. "Collaborative strategies supporting knowledge management in organizations." Revista Colombiana de Computación 21, no. 2 (December 1, 2020): 6–12. http://dx.doi.org/10.29375/25392115.4026.

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Significant work has addressed the role of knowledge and its impacts on business organizations. The construction of effective environments implies time and cost pressure, allowing staff to seek immediate solutions from knowledge management (KM). Some studies have shown that collaborative knowledge generation through storage, access, dissemination, and application could help organizations collaborate with partner firms to share supply chain knowledge and improve their work. However, it is not clear how to structure activities that convey real collaboration. In that way, this paper proposes a mechanism using collaborative strategies supporting effective transfer knowledge in different kinds of organizations.
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Prochnow, Tyler, Megan S. Patterson, Joseph Sharkey, and M. Renee Umstattd Meyer. "Health coalition collaboration network, perceived satisfaction and success." Journal of Health Organization and Management 34, no. 8 (October 12, 2020): 885–97. http://dx.doi.org/10.1108/jhom-04-2020-0120.

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PurposeThe health equity and prosperity of communities is closely linked to the effectiveness and success of local health coalitions. Social network analysis (SNA) is one mechanism to quantify and understand the factors leading to collaboration and effectiveness within these coalitions. This study aims to investigate network characteristics associated with perceived success and satisfaction in a health coalition and determine significant factors related to organizational collaborations.Design/methodology/approachThis study examined the Olympic Peninsula Healthy Community Coalition (OPHCC) which aims to prevent chronic disease in rural Clallam County, Washington. Representatives (n = 21) from member organizations (n = 18) were asked to report on organization characteristics, perceived satisfaction in coalition activities, perceived success toward coalition's mission, and collaborations with other organizations in the coalition. Multilevel modeling used to analyze whether an organization's position within the coalition network was associated with their perceived satisfaction and perceived success. Exponential random graph modeling was used to examine what factors may impact collaboration ties between coalition members.FindingsOrganization representatives reported a total of 252 collaboration ties. In multilevel models, organization characteristics and network centrality scores accounted for between 61 and 68% of variance displayed in satisfaction scores and 45–61% of variance in perceived success scores. Exponential random graph modeling revealed activity level, for-profit status, and transitivity as significant factors in collaborative tie presence.Originality/valueEncouraging consistent active participation, a balance of organizational type, and projects which require more than two collaborators may provide an environment for collaborative ties between organizations.
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Varda, Danielle M., and Jessica H. Retrum. "An exploratory analysis of network characteristics and quality of interactions among public health collaboratives." Journal of Public Health Research 1, no. 2 (June 26, 2012): 27. http://dx.doi.org/10.4081/jphr.2012.e27.

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While the benefits of collaboration have become widely accepted and the practice of collaboration is growing within the public health system, a paucity of research exists that examines factors and mechanisms related to effective collaboration between public health and their partner organizations. The purpose of this paper is to address this gap by exploring the structural and organizational characteristics of public health collaboratives. Design and Methods. Using both social network analysis and traditional statistical methods, we conduct an exploratory secondary data analysis of 11 public health collaboratives chosen from across the United States. All collaboratives are part of the PARTNER (www.partnertool.net) database. We analyze data to identify relational patterns by exploring the structure (the way that organizations connect and exchange relationships), in relation to perceptions of value and trust, explanations for varying reports of success, and factors related to outcomes. We describe the characteristics of the collaboratives, types of resource contributions, outcomes of the collaboratives, perceptions of success, and reasons for success. We found high variation and significant differences within and between these collaboratives including perceptions of success. There were significant relationships among various factors such as resource contributions, reasons cited for success, and trust and value perceived by organizations. We find that although the unique structure of each collaborative makes it challenging to identify a specific set of factors to determine when a collaborative will be successful, the organizational characteristics and interorganizational dynamics do appear to impact outcomes. We recommend a quality improvement process that suggests matching assessment to goals and developing action steps for performance improvement.
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Brown, Mary Ellen, Tracey Rizzuto, and Pallavi Singh. "Strategic compatibility, collaboration and collective impact for community change." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 421–34. http://dx.doi.org/10.1108/lodj-05-2018-0180.

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Purpose Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions. Design/methodology/approach A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact. Findings The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions. Originality/value The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.
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Fleaca, Bogdan. "Organization and Business Environment Collaborative Model to Increase the Innovation Capacity." International conference KNOWLEDGE-BASED ORGANIZATION 24, no. 1 (June 1, 2018): 296–301. http://dx.doi.org/10.1515/kbo-2018-0047.

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Abstract The research aims to identify a modern Business Process Management solution to simulate integrated coordination mechanisms with impact on organization’s innovation. From a scientific and socio-economic perspective, the article is aligned with the European innovation trend that supports organizations' preoccupation to introduce innovation and upgrading processes, technologies and business models. The issues that the author has identified and sought to find answers are to identify that mild method of Business Process Management that can be correlated with the dimensions of organizational innovation in areas such as: the organization's infrastructure, partnership between business members, innovation "inside". The second issue is to limit current approaches by analyzing the current state of knowledge. The research has been included within the boundaries of modeling and simulation of business process flows with impact on organizational innovation vectors. Thus, the paper proposes and presents a set of integrated processes of collaboration between the organization and the business environment using Business Process Management as an integrated coordination mechanism of the organization's innovation
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Xu, Chengxin, and Mirae Kim. "Loss or Gain? Unpacking Nonprofit Autonomy-Interdependence Paradox in Collaborations." American Review of Public Administration 51, no. 4 (January 10, 2021): 308–24. http://dx.doi.org/10.1177/0275074020983802.

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Nonprofit organizations interested in collaborating with other entities find it difficult to strike a balance between keeping their autonomy and reaping the benefits from collaborating with other organizations. Although interorganizational collaborations come with various benefits, such as reducing competition over limited resources, participating in collaborative relationships can also damage the autonomy of individual nonprofits. Using an original survey of 275 nonprofits, we examine how various dimensions of collaborative relationships affect an individual nonprofit’s autonomy. Our findings suggest that having highly specified administrative arrangements and stronger trust as well as reciprocity among partner organizations serve as critical factors to secure the autonomy of individual organizations. We also find that nonprofit organizations engaged in mostly informal relationships and in partnerships across sectors feel less threatened about maintaining their autonomy. Our post hoc analysis further suggests that organizational autonomy is a significant antecedent for seeking more collaborations. To this end, we discuss how nonprofits can keep their organizational autonomy without giving up collaborating with other entities by strategically managing several aspects of the collaborative relationships.
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Dissertations / Theses on the topic "Collaborative organizations"

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Shackelford, Kelsey. "COLLABORATIVE ORGANIZATIONAL STRUCTURES AMONG ARTIST MEMBER AND OTHER RELATED ORGANIZATIONS." UKnowledge, 2018. https://uknowledge.uky.edu/cld_etds/44.

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Kentucky has a rich cultural and artistic tapestry that is part of the economic future of the state. An important consideration of this future is the artist-member organizations that serve Kentucky creatives and how they work together collaboratively, both internally and externally. The objective of this study was to see how ten different organizations viewed themselves and interacted with their communities in the way in which they are structure, or lack a definite structure as is the case with several different groups. Through web analysis and a series of interviews with organizations that provide benefits to Kentucky artists, we learn that there are no strict definitions to what these organizations are and that to continue, they will have to continue to become flexible and open to changes that may come their way.
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Safdar, Morooj. "A Model of Effective IT Governance for Collaborative Networked Organizations." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32339.

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Inter-organizational collaboration based on the use of IT systems is now essential for organizations working as Collaborative Networked Organizations (CNOs). However, little research has been done to examine the critical success factors involved in shared IT governance among members of a CNO. Accordingly, this research develops a model of inter-organizational IT-governance composed of critical success factors (CSFs) and key performance indicators. The study defines fourteen CSFs that are classified under the main four categories of IT governance, which include strategic alignment, resource management, value delivery and risk management, and performance measurement. In addition, the study identifies key performance indicators that measure the CSFs and evaluate the effectiveness of how partners work together in joint processes for a common goal. The main dimensions of the KPIs include consensus, alignment, accountability, trust, involvement and transparency. The model was validated by gathering feedback from participants in a healthcare on the importance of the CSFs and performance indicators. The findings confirm the importance of the CSFs but suggest that they could be ranked in order of criticality. In addition, certain CSFs were re-defined based on the experience of CNO participants and questions were raised related to the context of the CNO, which influences participant perceptions, as well as the degree of formalization noted in the CNO.
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Ocampo, Quintero Manuel Antonio. "Business process based integration of dynamic collaborative organizations." Monterrey : Tecnológico de Monterrey, 2006. http://biblioteca.itesm.mx/cgi-bin/doctec/listdocs?co_recurso=doctec:133300.

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Tesis (Master in Science in Information Technology) -- Tecnológico de Monterrey, Campus Monterrey.
Título tomado de la pantalla de presentación [como fue visto el 30 de agosto de 2006] Incluye referencias bibliográficas. También disponible en formato impreso.
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Bata, Paul Peter. "Collaborative information sharing in complex and extended organizations." Thesis, University of Leeds, 2018. http://etheses.whiterose.ac.uk/22006/.

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Organizational forms are changing and developing. The new forms of organizations include networked and hybrid organizations forms which have interdependencies and use technological applications in their operations. These organizations are extended and complex in terms of relationships, operations and boundary crossing. Whilst literatures on information behaviours exist in different work contexts, there is little or no reference to information sharing in these new complex and extended settings, leaving the area under studied. This study, therefore, set out to explore how complexity and extension influence collaborative information sharing and how complex and extended organizations respond to deficiencies in information sharing. The study used a qualitative research methodology on a single case study organization including 46 semi-structured interviews, observations, and document analysis from 4 different sets of participants within the case study organization as well as the extended stakeholder community that it works with. This was a non-probability sample based on convenience. Activity Theory was used as a framing tool and lens in guiding the choice of sample as well as analysis, as the approach allows the consideration of transient and cross boundary multiple relationships. Fourth generation activity theory was used as a complementary approach to third generation activity theory; giving a level of insight in terms of the activity systems, shared object, and tensions and contradictions as drivers of information sharing failures. The findings suggest failures in the sharing of information are linked with, in part at least, the increase in complexity caused by organizational extension. This study reports the use of specialised teams and groups (with a complementary nature) as ways of responding to and managing such information sharing failures. Key among the reactions observed was the formation of knots; among these were some whose characteristics are qualitatively different to those discussed and described in extant literature. These knots mitigate the deficiencies in the setting but behave in a different way from knots in other settings studied in the literature. The knots reported are motivated and shaped by the extended specialised nature of the setting and serve as a way of filling the expertise need which cuts across organizational boundaries. The key differences observed are in the crafting process of developing membership, and the speed of formation of such knots. This study has value for both theory and practice; having implications for the use of tools, rules and roles and policy in decision making and guiding practice in responding to information sharing failures in these new, complex and extended, organizational forms.
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Chang, Kok Meng. "The performance of edge organizations in a collaborative task." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2005. http://library.nps.navy.mil/uhtbin/hyperion/05Dec%5FChang.pdf.

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Thesis (M.S. in Operations Research)--Naval Postgraduate School, December 2005.
Thesis Advisor(s): Susan M. Sanchez, Paul J. Sanchez. Includes bibliographical references (p. 75). Also available online.
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Oswald, Matthias. "Eine Integrierte Marketing- und Verkaufsstrategie für Collaborative Networked Organizations." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01652999002/$FILE/01652999002.pdf.

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Alaieri, Fahad. "Knowledge Management in Collaborative Environment and Service Oriented Organizations." Thesis, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/31187.

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In this research, we propose a knowledge management architecture in a collaborative environment and service oriented organization. The architecture contains five components, including partners, knowledge bases, portals, pipes, and cloud. Each segment of knowledge which is created in partners’ portals will be displayed in the cloud. The cloud contains knowledge from portals. Portals and the cloud will be linked by a specific type of connections (pipes), which presents the knowledge to the cloud without copying them. We implement the proposed architecture online to prove its validity. The prototype that we examine has three partners including finance, insurance, and transportation. Each partner creates knowledge by using its portal and saving it in its own knowledge base (KB). Likewise, each partner has an access to other partners’ portals to ask questions or perform inquiries. The answered questions are saved in the KBs and displayed in the cloud. For implementation, we use Joomla as CMS portals, K2 as KB in each portal, Yahoo Pipes as connections between the portals and the cloud. Finally, the cloud is a webpage that displays knowledge from different portals. We demonstrate that the proposed architecture facilitates sharing knowledge among the partners in the VO, and prevents knowledge duplications in different KBs. Moreover, we could move the stored knowledge from KB to another by using backup feature the CMS portal if any partner want to leave or the VO decides to terminate.
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LaPorte, Michele M. "An assessment of collaborative capacity of three organizations within defense acquisition." Thesis, Monterey, California. Naval Postgraduate School, 2008. http://hdl.handle.net/10945/3841.

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The leadership within the defense acquisition arena recognizes that interorganizational collaboration is pivotal to equipping the Warfighter, on schedule and on budget, with capabilities for combating global threats to national security. In order to understand the enablers and the barriers to collaboration within the defense acquisition environment, this research project presents survey results from three participating defense acquisition organizations. An assessment of these results provides the participating offices insights into their operations as they interact with other organizations in the acquisition process to achieve mutual goals. Finally, this research project strives to contribute to the development of a tool that can be used by other defense acquisition entities to identify their collaborative strengths and weaknesses.
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Kirschman, Jeremiah N. LaPorte Michele M. "An assessment of collaborative capacity of three organizations within defense acquisition." Monterey, Calif. : Naval Postgraduate School, 2008. http://edocs.nps.edu/npspubs/scholarly/theses/2008/Dec/08Dec_Kirschman.pdf.

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Thesis (M.B.A.)--Naval Postgraduate School, December 2008.
Thesis Advisor(s): Hocevar, Susan P. ; Jansen, Eric ; Rendon, Rene G. "December 2008." Description based on title screen as viewed on January 30, 2009. Includes bibliographical references (p. 93-95). Also available in print.
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Sharif, Soroosh. "Analyzing Value Networks for Change Decision Making in a Collaborative Environment With a Case Study in Healthcare." Thèse, Université d'Ottawa / University of Ottawa, 2013. http://hdl.handle.net/10393/30313.

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Management of Collaborative Networked Organizations faces various challenges in terms of decision-making. Particularly, in complex and multi-player environments, like healthcare, it is not easy to find the roots of low performance processes, and unmet goals. This research provides a framework, as well as associated techniques to analyze the value network, identify problematic actors, and consequently, find the best possible solution to change them. The proposed framework consists of two main components: Analyzing the value network, and Multi-Criteria Decision Making. To analyze the value network of a collaborative environment, in addition to the existing techniques, four complementary components are introduced: Actors’ value interchanges matrix, Value Gantt chart, Identifying problematic actors flowchart, and Actors’ ease of substitution table. Employing these hybrid analyses, decision makers gain a better understanding of the bottlenecks in the value network, current conditions and contributions of the involved actors, and the consequences of considering various alternatives. Then, by applying one of the Multi-Criteria Decision Making methods, and based on pre-defined criteria, possible alternatives are analyzed and outlined. As a proof of concept and validation of the proposed methods, we reviewed a scenario of patient flow and wait times in healthcare. We derive the value network for collaborative processes in a hospital, specify the roles’ of actors, identify the bottlenecks, then rank the solutions, and suggest possible changes to improve the performance of the collaborative environment.
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Books on the topic "Collaborative organizations"

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Camarinha-Matos, Luis M., and Hamideh Afsarmanesh, eds. Collaborative Networked Organizations. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/b116613.

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Adler, Niclas, A. B. Shani, and Alexander Styhre. Collaborative Research in Organizations. 2455 Teller Road, Thousand Oaks California 91320 United States of America: SAGE Publications, Inc., 2004. http://dx.doi.org/10.4135/9781412983679.

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Hamideh, Afsarmanesh, Ollus M. (Martin), and SpringerLink (Online service), eds. Methods and Tools for Collaborative Networked Organizations. Boston, MA: Springer Science+Business Media, LLC, 2008.

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Camarinha-Matos, Luis M., Hamideh Afsarmanesh, and Martin Ollus, eds. Methods and Tools for Collaborative Networked Organizations. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-79424-2.

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Lank, Elizabeth. Collaborative advantage: How organizations win by working together. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2006.

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Business organizations and collaborative web: Practices, strategies and patterns. Hershey, PA: Business Science Reference, 2011.

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Perkins, David N. King Arthur's round table: How collaborative conversations create smart organizations. New York: Wiley, 2003.

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Unhelkar, Bhuvan. Collaborative business process engineering and global organizations: Frameworks for service integration. Hershey, PA: Business Science Reference, 2010.

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Pratt, James H. Toward collaborative evaluation of community development NGOs in Thailand. Vancouver: Centre for Human Settlements, School of Community and Regional Planning, the University of British Columbia, 1993.

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Leading across boundaries: Creating collaborative agencies in a networked world. San Francisco, CA: Jossey-Bass, John Wiley & Sons, 2010.

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Book chapters on the topic "Collaborative organizations"

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Sturm, Flavius, Jeroen Kemp, and Ruben Van Wendel de Joode. "Towards Strategic Management in Collaborative Network Structures." In Collaborative Networked Organizations, 131–38. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/1-4020-7833-1_16.

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Soares, António Lucas, and Jorge Pinho de Sousa. "Modeling Social Aspects of Collaborative Networks." In Collaborative Networked Organizations, 253–60. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/1-4020-7833-1_28.

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Ghijsen, Mattijs, Wouter N. H. Jansweijer, and Bob J. Wielinga. "Adaptive Hierarchical Multi-agent Organizations." In Interactive Collaborative Information Systems, 375–400. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11688-9_14.

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Roth, Norman G., and Stephen Evans. "Collaborative Knowledge Networks." In Processes and Foundations for Virtual Organizations, 15–22. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-0-387-35704-1_2.

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Fairchild, Alea M. "Groups and Collaborative Technology." In Technological Aspects of Virtual Organizations, 45–82. Dordrecht: Springer Netherlands, 2004. http://dx.doi.org/10.1007/978-94-017-3211-6_2.

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Seifert, M., S. Wiesner, and K. D. Thoben. "Prospective performance measurement in virtual organizations." In Collaborative Networks: Reference Modeling, 319–26. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-79426-6_22.

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Loss, Leandro, Alexandra A. Pereira-Klen, and Ricardo J. Rabelo. "Towards Learning Collaborative Networked Organizations." In Establishing the Foundation of Collaborative Networks, 243–52. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-73798-0_25.

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Pankowska, Malgorzata. "Virtual Organizations for Municipalities." In Establishing the Foundation of Collaborative Networks, 619–26. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-73798-0_67.

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Schiefloe, Per Morten, and Tor G. Syvertsen. "Coordination in knowledge-intensive organizations." In Coordination Technology for Collaborative Applications, 9–23. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/bfb0027096.

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Neef, Martijn, and Bob van der Vecht. "Agility and Adaptive Autonomy in Networked Organizations." In Interactive Collaborative Information Systems, 357–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11688-9_13.

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Conference papers on the topic "Collaborative organizations"

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Alqithami, Saad. "Spontaneous Organizations: Collaborative Computing Model of a Networked Organization." In 8th IEEE International Conference on Collaborative Computing: Networking, Applications and Worksharing. IEEE, 2012. http://dx.doi.org/10.4108/icst.collaboratecom.2012.250538.

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Slaughter, Kelly, and Gurshaman Baweja. "Organizations Preparing Organizations for the IoT." In 9th IEEE International Conference on Collaborative Computing: Networking, Applications and Worksharing. ICST, 2013. http://dx.doi.org/10.4108/icst.collaboratecom.2013.254140.

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Chao, Joseph, and Jennifer Brown. "Cross-Departmental Collaboration for the Community: Technical Communicators in a Service-Learning Software Engineering Course." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3292.

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This paper discusses a collaborative service-learning approach to a software engineering course that involved partnering with local non-profit organizations and collaborating with a technical communication class. The main goals of the collaboration with the technical communication class were to provide the students with a real-world project that gave them experience with a crossdepartmental team collaboration and to improve the documentation accompanying the software that was developed for the non-profit organizations. Another goal was to, in turn, reduce the burden on the computer science instructor to provide technical support for the software after the end of the semester. We describe the courses involved, the goals for and method of collaboration, limitations, student survey responses, and lessons learned from this collaboration. As expected with a first attempt at a cross-departmental collaborative project, student survey results showed both positive and negative impressions of the collaboration. With further transforming of the curriculum, we believe this type collaboration holds value as an effective method of providing real-world experience, not only with developing software and working with a client, but also with collaborating with team members from other disciplines.
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Batista, Matheus, Andréa Magdaleno, and Marcos Kalinowski. "A Survey on the use of Social BPM in Practice in Brazilian Organizations." In XIII Simpósio Brasileiro de Sistemas de Informação. Sociedade Brasileira de Computação, 2017. http://dx.doi.org/10.5753/sbsi.2017.6073.

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Social BPM is the combination of Business Process Management (BPM) with social and collaborative techniques for the purpose of exploring collaboration among stakeholders throughout the BPM lifecycle. Its goals are to reduce common problems in BPM by ensuring collaboration and transparency. To the best of our knowledge, there is no information on how Social BPM is being used in organizational environments and on its impacts. This study aims at showing how Brazilian organizations are using Social BPM practices and technologies. Therefore, a survey was conducted with employees from different companies in order to collect data on their usage of BPM collaborative practices. The survey received 31 replies and 3 of the respondents were also interviewed in order to provide depth to their answers and to enhance the overall understanding. The results show that collaboration happens predominantly in design, modeling, and improvement phases. Collaboration still happens mainly without formal planning and without tool support.
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Pereda, Francisco J., Nicolas Penaranda, Guillermo Jimenez, and Arturo Molina. "E-Collaboration in a Multiple Engineering Projects Environment: A Facilities Development Approach." In ASME 2007 International Manufacturing Science and Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/msec2007-31148.

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With the development of Information Systems (IS) for project lifecycle management, there is a new competitive scenario where organizations, suppliers (contractors or manufacturers) and clients could collaborate in facility development projects. An e-collaboration environment is a set of integrated information technologies that are required to create an infrastructure for a simultaneous and concurrent multiple projects management in distributed networks. Some companies have failed in the implementation of a complete e-collaboration environment due to the lack of a holistic perspective. In this paper a framework to integrate an e-collaboration environment for multiple projects management is presented. Important issues for a multi-project management as human resources, projects organization, projects activities, technologies and methodologies, are described. Recommendations about the implications for the implementation of an e-collaborative environment are presented, from a current case in an Original Equipment Manufacturing (OEM) company.
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Rezende, E. A., F. M. Santoro, and M. R. S. Borges. "Improving network organizations through collaborative support." In Proceedings of the Ninth International Conference on Computer Supported Cooperative Work in Design. IEEE, 2005. http://dx.doi.org/10.1109/cscwd.2005.194271.

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Withalm, Josef, and Walter Wölfel. "Improvement model for collaborative networked organizations." In 2008 12th Enterprise Distributed Object Computing Conference Workshops (EDOCW). IEEE, 2008. http://dx.doi.org/10.1109/edocw.2008.36.

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Greer, Jim, Gordon McCalla, Vive Kumar, Jason Collins, and Paul Meagher. "Facilitating collaborative learning in distributed organizations." In the 2nd international conference. Morristown, NJ, USA: Association for Computational Linguistics, 1997. http://dx.doi.org/10.3115/1599773.1599782.

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HOLM, KRISTEN, KELLY KIRKPATRICK, and DINESH RATHI. "FROM FOR-PROFIT ORGANIZATIONS TO NON-PROFIT ORGANIZATIONS: THE DEVELOPMENT OF KNOWLEDGE MANAGEMENT IN A PUBLIC LIBRARY." In Managing Knowledge for Global and Collaborative Innovations. WORLD SCIENTIFIC, 2009. http://dx.doi.org/10.1142/9789814299862_0028.

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Delgado, Andrea, Laura Gonzalez, and Raul Ruggia. "A Process-Aware Inter-organizational Service Integration Platform to Support Collaborative Organizations." In 2016 IEEE International Conference on Services Computing (SCC). IEEE, 2016. http://dx.doi.org/10.1109/scc.2016.120.

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Reports on the topic "Collaborative organizations"

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Bokore, Nimo. Effective Collaborative Research Project Plan for Community Organizations. Carleton University, August 2019. http://dx.doi.org/10.22215/lerrn-2019-03.

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Kirschman, Jeremiah N., and Michele M. LaPorte. An Assessment of Collaborative Capacity of Three Organizations within Defense Acquisition. Fort Belvoir, VA: Defense Technical Information Center, December 2008. http://dx.doi.org/10.21236/ada494223.

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Droppers, Oliver. A Case Study of Collaborative Governance: Oregon Health Reform and Coordinated Care Organizations. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1823.

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Brown, David A. Collaborative International Evaluated Library Organization (CIELO) Pilot Project. Office of Scientific and Technical Information (OSTI), July 2019. http://dx.doi.org/10.2172/1556886.

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Fleming, M., Mark Benjamin Chadwick, D. Brown, R. Capote, Z. GE, Matthew Joseph Herman, A. Ignatzyuk, et al. Results of the Collaborative International Evaluated Library Organization (CIELO) Project. Office of Scientific and Technical Information (OSTI), November 2019. http://dx.doi.org/10.2172/1574736.

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Bikard, Michaël, Fiona Murray, and Joshua Gans. Exploring Tradeoffs in the Organization of Scientific Work: Collaboration and Scientific Reward. Cambridge, MA: National Bureau of Economic Research, April 2013. http://dx.doi.org/10.3386/w18958.

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Agrawal, Ajay, John McHale, and Alexander Oettl. Collaboration, Stars, and the Changing Organization of Science: Evidence from Evolutionary Biology. Cambridge, MA: National Bureau of Economic Research, November 2013. http://dx.doi.org/10.3386/w19653.

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Zucker, Lynne, Michael Darby, Marilynn Brewer, and Yusheng Peng. Collaboration Structure and Information Dilemmas in Biotechnology: Organizational Boundaries as Trust Production. Cambridge, MA: National Bureau of Economic Research, July 1995. http://dx.doi.org/10.3386/w5199.

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Whitehead, Martha, Dale Askey, Donna Bourne-Tyson, Karen Estlund, Susan Haigh, Claire Stewart, Kornelia Tancheva, Tyler Walters, Jennifer Muilenburg, and Judy Ruttenberg. ARL/CARL Joint Task Force on Research Data Services: Final Report. Association of Research Libraries and Canadian Association of Research Libraries, July 2021. http://dx.doi.org/10.29242/report.arlcarlrdstaskforce2021.

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The Association of Research Libraries (ARL)/Canadian Association of Research Libraries (CARL) Joint Task Force on Research Data Services formed in 2020 with a two-fold purpose: (1) to demonstrate and commit to the roles research libraries have in stewarding research data and as part of institution-wide research support services and (2) to guide the development of resources for the ARL and CARL memberships in advancing their organizations as collaborative partners with respect to research data services in the context of FAIR (findable, accessible, interoperable, and reusable) data principles and the US National Academies’ Open Science by Design framework. Research libraries will be successful in meeting these objectives if they act collectively and are deeply engaged with disciplinary communities. The task force formed three working groups of data practitioners, representing a wealth of expertise, to research the institutional landscape and policy environment in both the US and Canada. This report presents the task force’s recommendations for the roles of research libraries with regard to research data principles, policies, and approaches to managing research data. The report also offers strategies for discipline-specific research data approaches, priorities for automation of processes, economic models to scale and sustain shared resources, prioritization of research data to steward, and decision-making rubrics.
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Southwell, Brian, Angelique (Angel) Hedberg, Christopher Krebs, and Stephanie Zevitas, eds. Building and Maintaining Trust in Science: Paths Forward for Innovations by Nonprofits and Funding Organizations. RTI Press, September 2019. http://dx.doi.org/10.3768/rtipress.2019.cp.0010.1909.

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In July 2019, participants gathered in Research Triangle Park, North Carolina, for an event organized by RTI International called Trust in Science. Our goal with the Trust in Science event was to foster collaborations and strengthen connections between nonprofit and funding organizations to address trust-related challenges that are affecting science and scientists. Collaboration between professionals and organizations is easy to cite as an abstract goal but can be challenging to pursue in practice for various reasons. Participants generated and considered both broad challenges and specific contexts in which trust has been strained. We discussed, for example, the use of wearable technologies for data collection, vaccine acceptance, biofuel research, survey research on topics such as sexual harassment monitoring, tools to help people navigate online information, and the development of physical spaces for local community discussion about science and technology. We offer an overview of key themes and ideas that emerged from our interactions. We hope that readers will consider this an open-source set of suggestions for future initiatives and innovations.
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