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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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Rong, Huang, Liang Xuedong, Zeng Guizhi, Ye Yulin, and Wang Da. "An evaluation of coordination relationships during earthquake emergency rescue using entropy theory." Cadernos de Saúde Pública 31, no. 5 (May 2015): 947–59. http://dx.doi.org/10.1590/0102-311x00039514.
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Emergency rescue after an earthquake is complex work which requires the participation of relief and social organizations. Studying earthquake emergency coordination efficiency can not only help rescue organizations to define their own rescue missions, but also strengthens inter-organizational communication and collaboration tasks, improves the efficiency of emergency rescue, and reduces loss. In this paper, collaborative entropy is introduced to study earthquake emergency rescue operations. To study the emergency rescue coordination relationship, collaborative matrices and collaborative entropy functions are established between emergency relief work and relief organizations, and the collaborative efficiency of the emergency rescue elements is determined based on this entropy function. Finally, the Lushan earthquake is used as an example to evaluate earthquake emergency rescue coordination efficiency.
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Ait Aali, Nawal, Amine Baina, and Loubna Echabbi. "Trust Management in Collaborative Systems for Critical Infrastructure Protection." Security and Communication Networks 2018 (July 24, 2018): 1–15. http://dx.doi.org/10.1155/2018/7938727.
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Due to the necessity of Critical Infrastructure (CI) Protection against different threats, several security policies must be applied among the organizations of CI. Based on our conducted study about the different constraints and requirements of the collaborative systems within CI, we reached a security solution: Tr-OrBAC. Its principle is to evaluate the trustworthiness of collaborating organizations based on relevant trust criteria aimed at enhancing collaboration decision-making. The taken decision presents the attribution of the access to the desired service based on calculated trust score which is the result of the combination of the trust criteria values. Generally, the desired services do not meet the same criticism, security requirements, sensitivity, etc. Also, the collaboration context varies from a set of collaborating organizations to another. In this sense, the importance of each trust criterion depends on the desired service and the collaboration context. In this paper, we focus on detailing the trust criteria used in our approach for collaborative system security. Then, we analyze the context variability with the trust evaluation process. In addition, we present a case study to demonstrate and illustrate the feasibility of our solution for CI protection, especially the electrical grid.
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Haritz, Benyamin, Amran Amran, and Lia Muliawaty. "THE INFLUENCE OF COLLABORATIVE GOVERNANCE AND COORDINATION ON ORGANIZATIONAL PERFORMANCE IN THE PROCESS OF INFRASTRUCTURE DEVELOPMENT FOR THE PUBLIC INTEREST IN THE CITY OF BEKASI." Journal of Economic Empowerment Strategy (JEES) 3, no. 2 (August 31, 2020): 66. http://dx.doi.org/10.30740/jees.v3i2.83.
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The main problem in this research is the performance of organizations in infrastructure development for the public interest in Bekasi City has not increased which is assumed by Collaborative Governance and coordination that has not been implemented effectively. The research method used was an explanatory survey method with a quantitative approach . Research shows that collaborative governance and coordination to simultaneously deliver a huge influence (86 , 2 %) and significant impact on the performance of the organization in the development of infrastructure in the public interest in Bekasi. organizations on the development of infrastructure in the public interest in Bekasi was not only influenced by collaborative governance and coordination alone but there are other variables that come to influence the amount of (13 , 8 %). Partially Collaborative governance in the process of infrastructure development provides the smallest and most significant influence on the performance of organizations in infrastructure development for the public interest in the City of Bekasi compared to coordination of 34 , 3 %. The dimensions of the Collaborative governance that provide the most impact to the smallest of the performance of the organization in order are the dimensions of the system contexs (13 , 7 %) , drivers (9.3%) and dimensional dynamics collaboration (4.0%). Partially the coordination in the process of infrastructure development has the most significant and significant influence on the performance of organizations in infrastructure development for the public interest in Bekasi City compared to collaborative governance of 51 , 9 . The dimension of coordination that has the biggest to the smallest influence on organizational performance in sequence is the dimension of effective communication facilities (11.5%), the dimension provides clarity of authority and responsibility (8.1%), the dimensions of supervision, observation and assessing the habits of the elements which is contradictory (7.6%) and the dimension of coordination as one of the leadership abilities (0.8%).
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CHEN, YUH-JEN. "A MEDICAL KNOWLEDGE SERVICE SYSTEM FOR CROSS-ORGANIZATIONAL HEALTHCARE COLLABORATION." International Journal of Cooperative Information Systems 18, no. 01 (March 2009): 195–224. http://dx.doi.org/10.1142/s0218843009001963.
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Collaboration among healthcare organizations depends on coordination, communication and control among healthcare organizations and effective sharing of medical information and knowledge. Medical services are knowledge-intensive activities. All information, knowledge, techniques and experience should be integrated, managed and shared using the Internet and information technology. Overall medical service quality and efficiency would be improved markedly if medical professionals and staff at different healthcare organizations could use and share medical knowledge resources. Therefore, a collaborative medical knowledge service would promote medical service quality. This study presents a novel medical knowledge service system for cross-organizational healthcare collaboration such that all medical professionals and staff at different healthcare organizations could capture, store, manage, integrate and share medical knowledge. This system should improve medical service quality and efficiency, and promote competition in the healthcare industry. Thus, this study (i) proposes a collaborative medical knowledge service model, (ii) designs a collaborative medical knowledge service system framework, (iii) develops this proposed system, and (iv) evaluates the developed system based on user satisfaction.
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Garnes, Solveig, and Gro Ellen Mathisen. "Organizational Commitment of Directors in Collaborative Tourist Organizations." Journal of Travel Research 53, no. 4 (October 16, 2013): 448–61. http://dx.doi.org/10.1177/0047287513506294.
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&NA;. "Collaborative Efforts Across Organizations." Journal for Nurses in Staff Development (JNSD) 24, no. 6 (November 2008): 303–4. http://dx.doi.org/10.1097/01.nnd.0000342229.82376.93.
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Genao, Soribel. "Measuring the effectiveness of an alternative education collaboration." International Journal of Educational Management 28, no. 4 (May 6, 2014): 432–50. http://dx.doi.org/10.1108/ijem-01-2013-0011.
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Purpose – Program efficacy and outcomes can often be determined through an examination of collaborative activities between and among inner city school districts with high dropout rates and private, public, and nonprofit organizations. Kettl (2004) adeptly describes additional collaborative practice trends that not only transform governance structures, but blurs the line between and among sectors. These trends illuminate the need for governmental agencies to collaborate with nonprofit and for-profit organizations to address “wicked problems” where no single organization has sufficient resources and the consequences are enormous. The paper aims to discuss theses issues. Design/methodology/approach – Utilizing a quantitative approach, this research compares the efficacy of a newly developed collaborative alternative education program to existing programs in New Jersey's Newark Public Schools during 2008-2009. Findings – The results indicate that the overall performance of the students enrolled in the new research models is significantly higher than in the existing program due to incentives and not administrative collaboration. Research limitations/implications – Implications for future research include: first, the need for studies to reveal enduring, universal effects of collaboration; second, longitudinal studies of the effects of collaboration on alternative education issues; and third, an evaluation of the effectiveness of collaborative training. Originality/value – This research intends to contribute to the literature concerning these distinctive types of partnerships – specifically the integration of three very different systems into a collaborative service. This single case study presents support of how these services subsist within four settings and what force they have on special services for students in alternative education in the public schools.
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Moreno Romero, Ana, Ángel Uruburu, Ajay K. Jain, Manuel Acevedo Ruiz, and Carlos F. Gómez Muñoz. "The Path towards Evolutionary—Teal Organizations: A Relationship Trigger on Collaborative Platforms." Sustainability 12, no. 23 (November 24, 2020): 9817. http://dx.doi.org/10.3390/su12239817.
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The technological challenges of the so-called fourth industrial revolution, innovative inter-organizational network relations, integration in corporate strategies of sustainability challenges, or unsatisfactory levels of staff commitment stemming from complexity and related uncertainty are some of the main key issues that organizations have to face in the near future. In this context, the appearance of the ‘evolutionary organization’ model marks an important milestone in terms of a renewed identification of fundamental principles for organizations, arguably as an update or revision of systemic thinking. This model allows organizations, functioning as living beings, to be more agile and humanistic and better prepared to establish agile and trustworthy inter-organizational relationships. Collaborative platforms are possible from that ability to add value between organizations while also being closely aligned with the principles and values of evolutionary organizations. The purpose of this paper is to provide insights into how these (teal) organizations work with respect to their common principles of wholeness, evolutionary purpose, and self-management. In the end, the study intends to highlight relevant practical organizational aspects that can better facilitate the management of current and increasing complexity, as well as the transition to more humanistic-oriented organizations.
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Anggarasari, Nandhini Hudha, and Rikha Surtika Dewi. "Kegiatan Outbound untuk Membangkitkan Semangat Teamwork dan Menambah Energi yang Baru Pada Anggota MDMC Pangandaran." ABDIMAS: Jurnal Pengabdian Masyarakat 1, no. 2 (October 31, 2018): 72–78. http://dx.doi.org/10.35568/abdimas.v1i2.326.
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MDMC (Muhammadiyah Disaster Management Center) is one of the disaster management institutions under the Persyarikatan Muhammadiyah. One of the MDMCs, who were in Pangandaran lacked volunteers from Muhammadiyah's orthomal cadres. This is due to lack of collaboration with orthom and lack of socialization about disasters. Therefore, the author offers a solution to establish collaborative work with all Muhammadiyah orthoms in Pangandaran Regency, conduct outbound activities to increase cooperation, and provide socialization about disasters. The community service activities included material on disaster socialization in Pangandaran, exploring the potential and disadvantages of each organization, the importance of cooperation and communication both internally and externally on the organization, and vertical rescue training to add new insights and energy about one of the skills needed by disaster volunteers . This community service provides a positive impact on MDMC members. Collaboration built in institutions motivates members to collaborate with other organizations and fosters new enthusiasm and ideas for collaborating in humanitarian activities, especially related to the disaster in Pangandaran.
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Smith, Deborah B. "Research Collaboration with Community Organizations: A Case Example." Families in Society: The Journal of Contemporary Social Services 84, no. 1 (January 2003): 75–79. http://dx.doi.org/10.1606/1044-3894.84.
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This case example details a collaborative research experience between an urban state university and a community-based organization. The project combined the author's interest in midlife volunteering with the organization's need for long-term planning in volunteer and program development. Important components of this endeavor mirror those previously reported in the literature as necessary for collaborative success, including shared concerns, good timing, strong stakeholder groups, involvement of high-level visible leaders, and development of respect and trust. In addition, the author found that prior involvement between the university and the organization helped, as did the author's prior experience with collaborative efforts. Also discussed are the positive outcomes and challenges of undertaking academic research with community organizations.
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Schruijer, Sandra G. L. "Developing collaborative interorganizational relationships: an action research approach." Team Performance Management: An International Journal 26, no. 1/2 (February 12, 2020): 17–28. http://dx.doi.org/10.1108/tpm-11-2019-0106.
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Purpose This paper aims to address the group dynamics that evolve when representatives from various organizations come together to develop and work on a joint goal. Its aim is to share the author’s learnings when it concerns the understanding of the group dynamics of interorganizational relationships and the development of collaboration between these organizations. Design/methodology/approach The perspective taken draws on social and organizational psychology, systems psychodynamics and organization development. Findings The paper concludes with reflections on generic learnings about collaboration, its dynamics and its development. Originality/value Various action research projects are presented that have been conducted in different sectors.
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Paltzer, Jason, and Keyanna Taylor. "A Cross-Sectional Study of Faith-based Global Health Organizations to Assess the Feasibility of a Christian Research Collaborative." Christian Journal for Global Health 8, no. 1 (July 30, 2021): 12–23. http://dx.doi.org/10.15566/cjgh.v8i1.491.
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Background: Religiosity and spirituality are recognized determinants of health, yet many faith-based organizations do not conduct or publicly disseminate research or evaluation data to inform practice. The purpose of this study was to assess the feasibility of establishing a collaborative to support small to medium-sized, Christian, global health organizations in producing stronger evidence regarding the practice and application of integral mission health models.
Methods: A cross-sectional study was done using a digital, mixed-method (open- and closed-ended questions) survey. The survey was distributed through a convenience sample of Christian global health networks and member organizations representing over 1,000 primarily small to medium sized organizations. Information was collected regarding organizational research and evaluation publication/presentation experience, collaborative interests, evaluation and research barriers, and priorities.
Results: Responses totaled 116 and came from Christian health and development organizations in Africa, Asia, and North America. The survey revealed three organizational research priorities and areas of desired assistance from a collaborative: 1) disseminating impacts, 2) evaluation skills and resources, including integral mission measurement tools, and 3) research design resources and services. Interests varied depending on whether the organization was based inside or outside of the United States.
Discussion: The study aimed to identify priorities and barriers of Christian health organizations around research and outcomes evaluation. The findings suggest that a Christian research collaborative is not only feasible but could serve organizations throughout the world that have a desire to conduct more rigorous evaluation and research studies and disseminate and publish their results yet lack the time, knowledge, or resources to do so. Future studies should explore financial support systems to sustain a collaborative and create a model that could accommodate the different research and evaluation priorities depending on the location of the organization.
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Roos, Daniel, and Rüdiger Hahn. "Understanding Collaborative Consumption to Make Collaboration-Based Organizations Meaningful." Academy of Management Proceedings 2016, no. 1 (January 2016): 14072. http://dx.doi.org/10.5465/ambpp.2016.14072abstract.
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Lu, Yujie, Yongkui Li, Da Pang, and Yunxia Zhang. "Organizational Network Evolution and Governance Strategies in Megaprojects." Construction Economics and Building 15, no. 3 (August 31, 2015): 19–33. http://dx.doi.org/10.5130/ajceb.v15i3.4609.
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The organization is the key factor for megaprojects in which thousands of connections and relations intertwine and influence the project performance. However, organizational evolution in megaprojects has not been fully studied. This study investigates the evolution of the organizational network of a megaproject in China using social network analysis (SNA), and then proposes corresponding governance strategies. The result shows that megaproject organizations evolve towards more connected networks but are differentiated for various investors. For government invested projects, the organizational network is well connected, cooperative, yet unstable and require strategic long-term governance policies; for private invested projects, the network is stable, but collaboration among participants is low, which indicates a need to establish collaborative governance structures. The result complements the organizational evolution theory for megaprojects and offers effective strategies for governing megaproject organizations. This study also helps practitioners better understand the nature and characteristics of megaproject organizations.
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An, Xiaomi, Hepu Deng, Lemen Chao, and Wenlin Bai. "Knowledge management in supporting collaborative innovation community capacity building." Journal of Knowledge Management 18, no. 3 (May 6, 2014): 574–90. http://dx.doi.org/10.1108/jkm-10-2013-0413.
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Purpose – This paper aims to investigate the role of knowledge management in collaborative innovation and identifies the knowledge management approaches for supporting collaborative innovation community capacity building (CICCB) in organizations. The importance of collaborative innovation in developing organizational competitiveness is increasingly being recognized in both theory and practice worldwide. Collaborative innovation, however, is still under-explored from the trans-disciplinary perspective of knowledge management and community capacity building. Design/methodology/approach – A comprehensive review of the related literature in collaborative innovation and knowledge management is conducted. Three demands for CICCB, including trust building for enhancing the effectiveness, sustainability building for improving the efficiency and extensibility building for developing the competitiveness in organizations, are identified, which paves the way for the development of a holistic approach to effective CICCB. Findings – Three roles of knowledge management in supporting CICCB are identified, including the reformation of knowledge management for convergence in collaboration, the remediation of knowledge activities for synergy in communication and the reconfiguration of knowledge artifacts for the integration of knowledge management activities in connectivity. A holistic approach is proposed for effective CICCB in organizations, including the multi-dimensional convergence for trust building in collaboration, the multi-directional synergy for sustainability building in communication and the multi-layer integration for extensibility building in connectivity. Research limitations/implications – Insights about how organizations can better support CICCB through effective knowledge management for improving their competitiveness are provided based on the identification of the demand for CICCB and the role of knowledge management in collaborative innovation. The development of a holistic approach to effective CICCB can help organizations better utilize their limited resources for developing their competitiveness in today’s dynamic environment. Originality/value – This paper is the first step of a comprehensive study on the role of knowledge management in supporting CICCB in organizations in today’s dynamic environment. It provides a solid foundation for the investigation of the models, approaches and mechanisms for effective CICCB through knowledge management in organizations.
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Sutherland, William J., Hilary Allison, Rosalind Aveling, Ian P. Bainbridge, Leon Bennun, David J. Bullock, Andy Clements, et al. "Enhancing the value of horizon scanning through collaborative review." Oryx 46, no. 3 (July 2012): 368–74. http://dx.doi.org/10.1017/s0030605311001724.
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AbstractThere is an increased appreciation of the need for horizon scanning: the identification and assessment of issues that could be serious in the future but have currently attracted little attention. However, a process is lacking to identify appropriate responses by policy makers and practitioners. We thus suggest a process and trial its applicability. Twelve environmental conservation organizations assessed each of 15 previously identified horizon scanning issues for their impact upon their organization and the urgency with which they should consider the issue. They also identified triggers that would result in changes in their scoring of the likely urgency and impact of the issues. This process enables organizations to identify priority issues, identify issues they can ignore until there are further developments, benchmark priorities across organizations and identify cross-organizational priorities that warrant further attention, so providing an agenda for collation of evidence, research and policy development. In this trial the review of responses by other organizations resulted in the upgrading of response by a substantial proportion of organizations for eight of the 15 issues examined. We suggest this approach, with the novel components of collaborative assessment and identification of triggers, could be adopted widely, both within conservation organizations and across a wider range of policy issues.
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Nugroho, Mahendra Adhi. "The effects of collaborative cultures and knowledge sharing on organizational learning." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1138–52. http://dx.doi.org/10.1108/jocm-10-2017-0385.
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Purpose The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning. Design/methodology/approach This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach. Findings This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning. Research limitations/implications The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones. Practical implications This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning. Originality/value This research provides insights into the factors supporting organizational learning.
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Ofem, Brandon, Bindu Arya, and Stephen P. Borgatti. "The Drivers of Collaborative Success Between Rural Economic Development Organizations." Nonprofit and Voluntary Sector Quarterly 47, no. 6 (June 22, 2018): 1113–34. http://dx.doi.org/10.1177/0899764018783084.
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The nonprofit literature has directed attention to exploring how features of the broader structure of exchanges within regional collaboration networks impact the dynamics and outcomes of a single partnership. This study examines how partners’ relative positions within a collaboration network impact their interdependence and collaborative success. Our analysis of 298 collaborations between 98 economic development organizations operating in an economically distressed rural region demonstrates that social network properties—structural embeddedness and relative centrality—have substantial effects on exchange partners’ collaborative success. We also investigate whether network effects are mediated by the two dimensions of interdependence, mutual dependence and power imbalance. Together, our theorizing and results speak to the driving factors of collaborative success in a context where collaboration is particularly vital.
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Cameron, Julie. "Governance structure, mechanisms and methods for managing collaborative eBusiness projects." Journal on Chain and Network Science 6, no. 2 (December 1, 2006): 155–74. http://dx.doi.org/10.3920/jcns2006.x072.
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Increasingly ebusiness projects are undertaken by collaborations. Many collaborative ebusiness projects fail to achieve their stated objectives due partly to inadequate project management. Additional management functions result from the lack of central authority and the characteristics of the three levels involved in these projects: the participating organizations that voluntarily collaborate (a form of virtual organization) to achieve agreed ebusiness objectives; the project teams (normally operating as "virtual" teams); and representatives from participating organizations. Because management functions change during the three stages of the "Collaborative Project Management Lifecycle"©®, it is proposed that the governance structure, mechanisms and methods adopted also need to change to effectively coordinate participating organizations and manage project activities. This proposal is evaluated using case studies of five Australian ebusiness collaborative projects. The paper contributes to practice by comparing various governance structures, mechanisms and methods and discussing the implications from a management perspective. The results are used to suggest governance structures, mechanisms and methods appropriate to key attributes of collaborative ebusiness projects. The paper synthesizes and builds on existing research related to collaborations, project management, virtual organizations and virtual teams, and then applies these findings to a real world environment.
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Miller, Robin Lin, Barbara J. Bedney, and Carolyn Guenther-Grey. "Assessing Organizational Capacity to Deliver HIV Prevention Services Collaboratively: Tales from the Field." Health Education & Behavior 30, no. 5 (October 2003): 582–600. http://dx.doi.org/10.1177/1090198103255327.
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Collaborative efforts between university researchers and community entities such as citizen coalitions and community-based organizations to provide health prevention programs are widespread. The authors describe their attempt to develop and implement a method for assessing whether community organizations had the organizational capacity to collaborate in a national study to prevent HIV infection among young men who have sex with men and what, if any, needs these institutions had for organizational capacity development assistance. The Feasibility, Evaluation Ability, and Sustainability Assessment (FEASA) combines qualitative methods for collecting data (interviews, organizational records, observations) from multiple sources to document an organization's capacity to provide HIV prevention services and its capacity-development needs. The authors describe experiences piloting FEASA in 13 communities and the benefits of using a systematic approach to partnership development.
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Sasaki, Takayuki, Katsunari Yoshioka, and Tsutomu Matsumoto. "Toward Collaborative Defense Across Organizations." Journal of Information Processing 26 (2018): 790–803. http://dx.doi.org/10.2197/ipsjjip.26.790.
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Camarinha-Matos, Luis M. "COLLABORATIVE NETWORKED ORGANIZATIONS IN MANUFACTURING." IFAC Proceedings Volumes 40, no. 19 (2007): 187–98. http://dx.doi.org/10.3182/20071002-mx-4-3906.00032.
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Buradum Tende, Friday, and Abiye Okebiobramama Lawson. "Developing Critical Resilient Leadership Behavior Through Collaborative Management: A Logical Perspective." Business, Management and Economics Research, no. 72 (June 21, 2021): 65–69. http://dx.doi.org/10.32861/bmer.72.65.69.
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This study attempts to understand how collaborative management could enhance and improve organizational leadership and elicit resilient behaviors. Thus, collaboration and resilience are basic characteristics that can help any organization surmount unpredictably challenging situations, and even thrive in the process. A systematic review was used in which relevant theories were examined in line with this objective. It was found that; cultivating, developing, and refining collaborative efforts in organizational leadership, employee-employer relationships, and organizational success are key factors in the pursuit and actualization of predetermined organizational objectives. This outcome demonstrates that leading successfully in an unpredictable and change-prone environment is a huge task. Hence, for organizational leadership to survive and thrive, it has to develop the capacity to be adaptive, swiftly recover from setbacks, maintain relatively stable and functional health, and harness all its resources to remain in business. Therefore, an organization that collaborates on several fronts will create a resilient spirit to face and surmount unpredictably challenging situations if/when they arise. Thus, organizations that intend to succeed in this regard must promote cohesion, diversity, interdependence, inclusion, and social support through enthusiastic and enterprising capabilities.
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Yang, Bao, Lujun Xiao, and Kun Chen. "The Ladder of Collaboration: Research on Joint Actions of Social Organizations against the COVID-19 Epidemic." China Nonprofit Review 12, no. 2 (February 19, 2021): 233–56. http://dx.doi.org/10.1163/18765149-12341378.
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Abstract Joint actions of social organizations have been frequently seen and continuously optimized since the outbreak of the COVID-19. This article is aimed to identify and explore the typical forms and development trends of collaborative networks of social organizations. Given the case studies on joint actions of social organizations, it builds an analysis framework based on actor-network theory (ANT). Research findings are as follows. First, there are, among social organizations in their joint actions against COVID-19, “loose”, “vertical”, “decentralized” and other typical forms of collaborative network, with “decentralized” collaboration showing quite a high degree of initiative. Second, “complex needs” and “political opportunities” that emerge in times of emergency response, “social entrepreneurship” and “bridging connective social capital” that accumulate in normal times, among other factors, have combined to drive vertical collaborative networks towards decentralization. The above three forms of collaboration, each with irreplaceable functions, together comprise an ecosystem of joint actions of social organizations. This article calls the landscape of dynamic practice of joint actions of social organizations a “ladder of collaboration”.
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Nunes, Marco, and António Abreu. "Managing Open Innovation Project Risks Based on a Social Network Analysis Perspective." Sustainability 12, no. 8 (April 13, 2020): 3132. http://dx.doi.org/10.3390/su12083132.
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In today’s business environment, it is often argued, that if organizations want to achieve a sustainable competitive advantage, they must be able to innovate, so that they can meet complex market demands as they deliver products, solutions, or services. However, organizations alone do not always have the necessary resources (brilliant minds, technologies, know-how, and so on) to match those market demands. To overcome this constraint, organizations usually engage in collaborative network models—such as the open innovation model—with other business partners, public institutions, universities, and development centers. Nonetheless, it is frequently argued that the lack of models that support such collaborative models is still perceived as a major constraint for organizations to more frequently engage in it. In this work, a heuristic model is proposed, to provide support in managing open innovation projects, by, first, identifying project collaborative critical success factors (CSFs) analyzing four interactive collaborative dimensions (4-ICD) that usually occur in such projects—(1) key project organization communication and insight degree, (2) organizational control degree, (3) project information dependency degree, (3) and (4) feedback readiness degree—and, second, using those identified CSFs to estimate the outcome likelihood (success, or failure) of ongoing open innovation projects.
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Koster, Ferry, and Gina van Bree. "How Managers Evoke Ambidexterity and Collaboration: A Qualitative Study in a Dutch Hospital." International Journal of Innovation and Technology Management 15, no. 06 (December 2018): 1850049. http://dx.doi.org/10.1142/s0219877018500499.
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While many organizations aim at achieving multiple, sometimes contrasting, goals (such as combining innovation with efficiency), not much is known about what managers can do to create organizational ambidexterity. Theory suggests that organizational ambidexterity requires collaboration with organizations and that, in turn, managers can facilitate collaborative relations. Nevertheless, so far, the link between management, collaboration, and ambidexterity has not been fully investigated. We conducted a qualitative study in a Dutch hospital to map this link. The results show that there is evidence for this link. The main conclusion of this study is that managing collaboration and ambidexterity are processes; organizations switch between innovation and exploitation instead of being ambidextrous all the time, managers have an active role in guiding this process by creating collaboration through four distinct mechanisms (discipline, stretch, trust, and support) and ambidexterity in turn strengthens collaboration through increased interdependency.
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Jones, Gareth J., Mike Edwards, Jason N. Bocarro, Kyle S. Bunds, and Jordan W. Smith. "Collaborative Advantages: The Role of Interorganizational Partnerships for Youth Sport Nonprofit Organizations." Journal of Sport Management 31, no. 2 (March 2017): 148–60. http://dx.doi.org/10.1123/jsm.2016-0118.
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Interorganizational partnerships have been used by nonprofits in a variety of industries to build organizational capacity, yet they are currently underutilized by many youth sport nonprofit organizations. While previous research has highlighted key features of dyadic relationships that inhibit the development and maintenance of partnerships, there has been less attention to the influence of broader or complete networks. This study examined key structural properties of a youth sport nonprofit network in one municipality to determine how interorganizational partnerships were used to build organizational capacity. Whole network analysis was used to study partnerships between youth sport nonprofits and analyze the configuration and structural features of the network. Results indicated a fragmented network of youth sport nonprofit organizations, with the majority of organizations operating independently of one another, and the network itself characterized by unbalanced ties. The discussion highlights how this network structure influences organizational action and contributes to relational issues often observed at the dyadic level. The introduction of a third-party brokerage organization is discussed as a potentially useful strategy for improving this network structure.
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Meyer, Michael D., Sarah Campbell, Dennis Leach, and Matt Coogan. "Collaboration." Transportation Research Record: Journal of the Transportation Research Board 1924, no. 1 (January 2005): 153–62. http://dx.doi.org/10.1177/0361198105192400120.
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Delivering transportation services and programs that meet the needs of the public often requires the cooperation of numerous organizations and groups. This paper presents the results of a transit cooperative research project that examined collaborative efforts in the transportation sector. Concepts of collaboration as practiced in several transportation contexts are examined. The paper defines collaboration, describes characteristics that are necessary for success, and illustrates the evolution of collaborative efforts from initial efforts at simple coordination to more complex organizational relationships. Questions are provided for those interested in assessing the health of a collaboration at any particular phase of development.
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Hafer, Joseph A. "Understanding the Emergence and Persistence of Mandated Collaboration: A Policy Feedback Perspective of the United States’s Model to Address Homelessness." American Review of Public Administration 48, no. 7 (September 12, 2017): 777–88. http://dx.doi.org/10.1177/0275074017729877.
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Collaboration is commonplace in contemporary public administration. In many instances, policy mandates collaboration between previously unconnected organizations for those organizations to obtain essential funding for public services, thus creating new administrative structures grounded in collaboration. There exists substantial research that focuses on the collaborative process and potential outcomes of these structures, yet their emergence and development is less understood. The Housing and Urban Development (HUD) continuum of care (CoC) model is one such collaborative structure that has been the dominant administrative service delivery system used to address homelessness in the United States since the early 1990s. A historical analysis reveals that policy feedback effects help explain the emergence and persistence of the CoC model from before its origin to its eventual codification in the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. A policy feedback perspective of the CoC model demonstrates how the interplay of policy, politics, and administration led to a mandate to collaborate to address a large-scale social problem.
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Shuman, Jeffrey, and Janice Twombly. "Collaborative Networks Are The Organization: An Innovation in Organization Design and Management." Vikalpa: The Journal for Decision Makers 35, no. 1 (January 2010): 1–14. http://dx.doi.org/10.1177/0256090920100101.
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In August 2000, Peter Drucker made a startling prophesy: “The corporation as we know it is unlikely to survive the next 25 years. Legally and financially, yes. But not structurally and economically.” Nine years later, the business world is witnessing the realization of Drucker's prediction. Firms are slowly embracing the power of openness and innovation—not just products and services, but also processes and business models. This is a new way of being for businesses, to pursue opportunities while managing risks that come with globalization. In this in-depth article, the authors dive deeply into what it means to collaborate, moving far beyond simplistic ideas of working together or having a strategic alliance. As the authors explain, collaboration happens in a network, as organizations open themselves up to a variety of stakeholders and communities. The network is dynamic and “fit for purpose,” with the agility to change the components and how they relate to each other legally and operationally as purpose and context evolves. Harnessing the strength of contributors, the network benefits and connects all parties in new and innovative ways. In short, the collaborative network is the organization. The authors draw upon research findings, case studies, and examples from their consulting and operational experience with many different organizations and industries, including government entities, oilfield producers, pharmaceutical alliances, and basic science collaborations. The article illustrates, using real-world examples, the benefit of collaboration, the five factors of a successful network collaboration, the value proposition of the collaborative network, and the role of the network choreographer.
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Wallis, Joe. "Organizational Failure and Organizational Revitalization in the Relationship Between Government and Non Profit Organizations." Journal of Interdisciplinary Economics 16, no. 4 (July 2005): 393–410. http://dx.doi.org/10.1177/02601079x05001600402.
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The economic literature on NPOs stands on four theoretical “legs”: Weisbrod’s conception of their emergence in response to differentiated preferences for collective goods; Hansmann’s theory of trust-signaling through the non-profit form; the economics of altruism and commitment; and the theory of ideological entrepreneurship. Salamon sought to augment and reframe these models so that they could address “voluntary failures” and collaboration between government and NPOs. A theory of NPO leadership is developed to explain how the capacity of NPO leaders to sustain stakeholder commitments may be affected by government stakeholdership and why organizational revitalization through collaborative partnerships with government agencies may require a more appreciative leadership style.
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Gasmelseid, Tagelsir Mohamed. "Sociomateriality Implications of Multi-Agent Supported Collaborative Work Systems." International Journal of Intelligent Information Technologies 8, no. 3 (July 2012): 1–16. http://dx.doi.org/10.4018/jiit.2012070101.
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Recent technological advancements significantly redefined the context in which organizations acquire, process, and share information. The transformations that emerged across the organizational and institutional landscapes have led to the emergence of new forms of organizational design and business models. Within this context, the new business patterns, platforms and architectures have been developed to enable for the maximization of benefits from data through the adoption of collaborative work practices. The main focus of such practices is oriented towards the improvement of responsiveness, building of alliances and enhancing organizational reach. The use of global networks and web based systems for the implementation of collaborative work has been accompanied with a wide range of computer supported collaborative systems. This paper examines the context of collaboration, collaborative work and the development of agent-supported collaborative work system and examines the implications of the ontological positions of sociomateriality on agent-supported collaborative work domains in terms of multi-agent architecture and agent-oriented evaluation.
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McCay, Elizabeth, Kristin Cleverley, Audrey Danaher, and Naomi Mudachi. "Collaborative partnerships: bridging the knowledge practice gap in client-centred care in mental health." Journal of Mental Health Training, Education and Practice 10, no. 1 (March 9, 2015): 51–60. http://dx.doi.org/10.1108/jmhtep-07-2014-0018.
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Purpose – The purpose of this paper is to describe a partnership, the Ryerson-Centre for Addiction and Mental Health Collaborative for Client-Centred and Family Sensitive Care Collaborative, between an urban university and tertiary care mental health facility to build capacity in using research evidence to support client-centred care. A cornerstone of the partnership was a study exploring the connection between effective interprofessional collaboration and the capacity to provide exemplary client-centred care in mental health. Design/methodology/approach – The Collaborative brings together organizations with shared values and a commitment to client-centred interprofessional care. It is a strategic approach in amplifying opportunities for the uptake of research evidence and knowledge transfer. One of the principal deliverables for the Collaborative was a multi-phased study exploring the relationship between team collaboration and client-centred care. Findings – Research findings identified a significant association between the level of team effectiveness and collaboration and the staffs’ perceived capacity to deliver client-centred care. Client and family member perspectives highlighted the importance of interprofessional team functioning and collaboration. The work of the Collaborative helped narrow the knowledge practice gap through: a research practicum to mentor graduate students; knowledge exchange and dissemination; and working with advanced practice staff to support change within the organization. Originality/value – Inter-organizational relationships, such as the Collaborative, support initiatives that accelerate the use of clinically relevant research and bridge the knowledge practice gap. A university/tertiary care teaching facility partnership represents a promising model for advancing and disseminating evidenced-based knowledge.
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W. Nix, Nancy, and Zach G. Zacharia. "The impact of collaborative engagement on knowledge and performance gains in episodic collaborations." International Journal of Logistics Management 25, no. 2 (August 5, 2014): 245–69. http://dx.doi.org/10.1108/ijlm-05-2013-0060.
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Purpose – Supply chains are embedded in a larger network of enterprises where firms exchange offerings, often compete for the same customers, and constantly innovate to improve their performance. In these dynamic environments, firms are increasingly dependent on the knowledge and expertise in external organizations to innovate, problem-solve, and improve performance. Firms are increasingly collaborating to exchange and pool skills and knowledge and deploy resources and capabilities not found in their own firm. This research using both structured interviews and survey data seeks to determine what are the direct benefits and the ancillary benefits of collaboration. The paper aims to discuss these issues. Design/methodology/approach – A mixed methodology approach was utilized, using qualitative structured interviews leading to developing a research model and then an empirical survey of 473 participants who are involved in their respective organization's collaboration projects. The data were analyzed using structural equation modeling to examine relationships between collaborative engagement, knowledge gained, operational outcomes and relational outcomes. Findings – The results of the study indicate that collaborative engagement has a direct effect on knowledge gained, operational outcomes and relational outcomes in collaboration. The ancillary benefit of collaboration is the learning that takes place leads to improved operational outcomes and relational outcomes. Research limitations/implications – In this research study all the constructs are only examined from a single perspective. This can be a limitation as it would be of greater value to collect data from all the members involved in the collaboration. Originality/value – Collaboration has been well studied in many fields but this research suggests an important ancillary benefit that needs to be considered when deciding to collaborate is the knowledge and learning that happens during a collaboration.
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Dietrich, Linda. "Common Ground: The Canadian Collaborative Mental Health Initiative." Canadian Journal of Dietetic Practice and Research 67, S1 (September 2006): S9—S13. http://dx.doi.org/10.3148/67.0.2006.s9.
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Background: As one of 12 participating national health associations, Dietitians of Canada (DC) endorsed the Charter Principles and Commitments created by the Canadian Collaborative Mental Health Initiative (CCMHI). The Chair of the DC Board of Directors signed the Charter, committing DC to work collaboratively to uphold the Principles and actively endorse the Commitments. Achievements: The Initiative's vision, making mental health care work – new places, new partners, new hope, provided the Steering Committee with a clear direction. The CCMHI Charter Principles cover promotion and prevention, a holistic approach, collaboration, partnership, respect, information exchange, and resources. In addition to the Charter, the CCMHI has produced a series of 12 toolkits and research papers. The toolkits are practical pieces that also contain ideas and other information. Dietitians of Canada has developed a toolkit that examines the dietitian's role in primary health care mental health programs. A set of reviews of the practice of collaborative mental health care in Canada covers a wide range of issues, from the attributes of effective collaborative care to a discussion of the barriers to collaboration. Conclusion: Communications between the 12 member organizations are ongoing, and the organizations await the establishment of the Canadian Mental Health Commission, which is expected to be up and running in fall 2006.
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Ntale, Peter, Jude Ssempebwa, Badiru Musisi, Muhammed Ngoma, Gyaviira Musoke Genza, Joseph Kimoga, Christopher Byalusaago Mugimu, Joseph Mpeera Ntayi, and Wasswa Balunywa. "Interagency collaboration for graduate employment opportunities in Uganda." Education + Training 62, no. 3 (February 19, 2020): 271–91. http://dx.doi.org/10.1108/et-08-2019-0193.
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PurposeThe purpose of this paper is to identify gaps in the structure of organizations that hinder collaboration of organizations involved in the creation of graduate employment opportunities in Uganda.Design/methodology/approachData was collected from staff and leaders of 14 organizations that were purposely selected to represent government, private, and civil society organizations. These organizations were selected based on their mandates, which touch on the employability of university graduates in the country in very direct ways. This was a cross-sectional survey design—based on a self-administered questionnaire, key informant interviews, and documentary analysis.FindingsOrganizations were found to have “Tell”/directive decision-making, high power distance between employees, and jobs were not coded in a way that gives employees freedoms to interact and build collaborative relationships. Finally, rules and regulations were very restrictive, disorienting employee's abilities to collaborate.Research limitations/implicationThis research concentrated on the gaps that exist in the structure of organizations from which the results point to inadequate relational, interactional, inclusive, and democratic space among different stakeholders. It would be useful for future research to examine the extent to which the structure of organizations not only impacts collaboration but also measures the level to which it affects organizational performance.Practical implicationsThe knowledge economy of the twenty-first century demands for collaborative engagements with different stakeholders if they are to survive the competitive business environment. Collaborative engagement helps in the sharing of knowledge, expertise, and resources, development of more coherent services, facilitation of innovation and evaluation, avoiding duplication of work, and minimizing conflicts and competition while creating synergy among partners.Originality/valueUnlike previous studies, which have examined employability of graduates from a supply side perspective, this study investigates organizations from both the supply and demand perspectives and identifies synergy that is as a result of bringing organizations to work together.
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Kim, Soyoung, Woo-Je Kim, and Richard Clark Feiock. "An Item Response Theory Model of Inter-Regional Collaboration for Transportation Planning in the United States." Land 10, no. 9 (September 8, 2021): 947. http://dx.doi.org/10.3390/land10090947.
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Regional governments and regional intergovernmental organizations play an increasingly important role in land use and transportation planning in many countries. In the U.S., regional organizations such as metropolitan planning organizations provide regional forums and institutions to coordinate actions of local government necessary to overcome collective action problems that result from the fragmentation of local authority. Their regional scope allows them to directly address collaboration problems or broker collaborative arrangements among local governments within their boundaries. Nevertheless, the scale of regional problems often extends beyond the boundaries of these regional entities. Thus, collaboration across regional governance organizations is necessary to address problems that have multi-regional impacts, such as large transportation projects. Extant research generally measures regional collaboration based on counts of collaboration actions undertaken, but this does not account for the fact that some are symbolic, while others require resources and commitment. Drawing insights from the institutional collective action framework, we advance an explanation for how regional organizations overcome collaboration risks to participate in collaborative solutions to regional and multi-regional problems. The analysis employs a unique national survey of metropolitan planning organizations (MPOs) and adds a novel application of item response theory (IRT) to capture differences in risk or difficulty among collaborative actions. The IRT results offer support for our ICA-based explanation of collaboration commitments. The implications of the findings for theory development and empirical study of RIGOs are discussed in conclusion.
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Jones, Gareth J., Katie Misener, Per G. Svensson, Elizabeth Taylor, and Moonsup Hyun. "Analyzing Collaborations Involving Nonprofit Youth Sport Organizations: A Resource-Dependency Perspective." Journal of Sport Management 34, no. 3 (May 1, 2020): 270–81. http://dx.doi.org/10.1123/jsm.2019-0054.
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Interorganizational relationships are a well-established practice among nonprofit youth sport organizations seeking to acquire key resources and improve service efficiencies. However, less is known about how broader trends in the nonprofit sector influence their utilization. Guided by Austin’s collaborative continuum and resource dependency theory, this study analyzed how interorganizational relationships are utilized by different nonprofit youth sport organizations in one American context. The results indicate that high-resource organizations primarily utilize philanthropic and transactional forms of collaboration, whereas integrative collaboration is more likely among low-resource organizations. The discussion draws on resource dependency theory to provide theoretical insight into this association, as well as the implications for collaborative value generated through interorganizational relationships.
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Kasmawati, Yuni. "Pentingnya budaya kolaboratif : suatu tinjauan literatur." Jurnal Manajemen Strategi dan Aplikasi Bisnis 2, no. 2 (December 23, 2019): 203–14. http://dx.doi.org/10.36407/jmsab.v2i2.97.
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At present, cooperation between organizations and within organizations is demanded that an organization be able to compete. In the educational environment, collaborative culture is considered as an important component in influencing overall school success. Based on a literature review, this article discusses the importance of collaborative culture in educational organizations as a strategy in increasing school effectiveness and increasing teacher capacity. This research shows that collaborative culture has an important role not only at the teacher and student level but also at the school level and ultimately will improve the quality of the school.
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Trivellato, Benedetta, Mattia Martini, and Dario Cavenago. "How Do Organizational Capabilities Sustain Continuous Innovation in a Public Setting?" American Review of Public Administration 51, no. 1 (July 8, 2020): 57–71. http://dx.doi.org/10.1177/0275074020939263.
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Just as private organizations rely on dynamic capabilities to sustain their innovative capacity and competitive advantage, the public sector may resort to them to improve its ability to address citizens’ needs. But how do innovation and organizational capabilities interact in a public setting? This analysis of the Congestion Charge Zone implemented by the Municipality of Milan in Italy explores this issue, and highlights the role played by interorganizational and cross-sector collaborative innovation. Results show that multi-actor engagement within a multilevel collaborative environment enhances the system’s ability to understand the problems to be addressed, to create and implement appropriate solutions, and to foster ownership of the innovation. They confirm that sharing knowledge and engaging in interorganizational learning are central to the development of innovation; however, they also highlight that these dynamics strengthen collective capabilities at the organizational and system’s level, thereby producing a reinforcing effect on innovative capacities at both levels. Based on these findings, a framework for continuous public innovation through collaboration is proposed which, first, provides a tool for mapping the factors and dynamics that shape collaborative innovation in a public setting and, second, explains how the process of collaborative innovation fosters organizational dynamic capabilities that, in turn, sustain the organizations’ capacity to innovate in the longer run.