Relevant bibliographies by topics / Organizational collaboration

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

Academic literature on the topic 'Organizational collaboration'

Author: Grafiati
Published: 10 September 2021
Last updated: 12 February 2022

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Journal articles on the topic "Organizational collaboration"

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Kourti, Isidora. "Achieving Collaborative Aims through Multiple Identity Construction: Managing a public inter-organizational collaboration." BORDER CROSSING 5, no. 1-2 (March 8, 2015): 1–15. http://dx.doi.org/10.33182/bc.v5i1-2.510.

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Although public inter-organizational collaborations can offer better public services, their management is a complex endeavour and they often fail. This paper explores identity construction as a key aspect that assists in managing successfully these collaborations. The study draws upon a longitudinal ethnographic study with a Greek public inter-organizational collaboration. The research illustrates that managers should encourage partners to construct collaborative and non-collaborative identities in order to achieve the collaboration aims. It also suggests that managers should seek both stability and change in the collaborative process and offers four collaborative patterns for the effective management of public inter-organizational collaborations.
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Irving, Gemma Louise, Oluremi B. Ayoko, and Neal M. Ashkanasy. "Collaboration, Physical Proximity and Serendipitous Encounters: Avoiding collaboration in a collaborative building." Organization Studies 41, no. 8 (June 27, 2019): 1123–46. http://dx.doi.org/10.1177/0170840619856913.

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Despite the adoption of collaborative buildings and office spaces to improve collaboration, the expected benefits of spatial interventions often fail to materialize. In a study of an ostensibly ‘collaborative building’, we identified strategies that employees use to avoid collaborating (i.e. ‘focusing on existing collaborations’, ‘reinforcing group boundaries’, ‘enacting legacy policies’ and ‘minimizing social interactions’). These strategies combined to minimize serendipitous encounters, which led to the avoidance of new collaborations. Our findings address a theoretical tension in the literature as to whether proximity facilitates or inhibits collaboration. We also show that, while it is often difficult to facilitate serendipitous encounters in an ostensibly collaborative building, serendipity nonetheless plays a central role in the development of new collaborative partnerships.
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Saukko, Laura, Kirsi Aaltonen, and Harri Haapasalo. "Inter-organizational collaboration challenges and preconditions in industrial engineering projects." International Journal of Managing Projects in Business 13, no. 5 (May 10, 2020): 999–1023. http://dx.doi.org/10.1108/ijmpb-10-2019-0250.

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PurposeThe purpose of this paper is to achieve an understanding of the challenges and preconditions for inter-organizational collaborative project practices in industrial engineering projects. A framework for identifying the challenges and preconditions for inter-organizational collaboration is presented.Design/methodology/approachThe adopted research method is qualitative, and empirical data were collected from the industrial engineering project sector in Finland. The literature related to industrial engineering projects and inter-organizational collaborative project management practices is summarized, informing the qualitative design of the study.FindingsBy analyzing empirical data from industrial engineering projects, the challenges for inter-organizational collaboration are identified in each industrial engineering project stage. A framework of preconditions for inter-organizational collaboration is identified, in which investors are advised to pay attention when deciding on the use of collaborative project management methods.Practical implicationsThe findings of this study help practitioners deal effectively with mechanisms aimed at fostering and hindering inter-organizational collaborative practices. The identified preconditions for inter-organizational collaboration provide support for decision-making in every phase of an engineering project and can be used as guidelines throughout the process.Originality/valueInter-organizational collaborative project management practices have recently been attracting attention in the industrial engineering project setting. This research is an attempt to identify the underlying forces supporting and preventing inter-organizational collaboration in industrial engineering projects. This study offers a framework that can help academics and project management practitioners deal with the challenges affecting inter-organizational collaboration at each project stage and consider preconditions for inter-organizational collaboration in industrial engineering project settings.
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Reinke, Amanda. "NGO-Research Collaborations and Conflicts." Commoning Ethnography 2, no. 1 (December 19, 2019): 98. http://dx.doi.org/10.26686/ce.v2i1.5359.

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Ethnographers collaborating with NGOs and non-profits while simultaneously researching their organizational structure, practices, and beliefs about service, advocacy, and activism face myriad challenges. However, collaboration – as it exists in a dialectical relationship between stakeholders working towards common goals – may also generate ethnographic insights that add to anthropological knowledge of NGOs. According to Lassiter (2005a, 2005b), researchers undertaking collaborative ethnography have four commitments: (1) ethical responsibilities to stakeholders; (2) honesty/transparency about research; (3) accessible writing; and (4) collaborative reading, writing, and interpretation. Collaborations may be interrupted at various points, but especially where bureaucratic structures and operations intervene. For example, agreements and documentation (e.g., memoranda of understanding, or MOUs) often challenge the interests and affect of collaborative work. In this article I draw on five years of collaborative NGOgraphy, Lassiter’s conceptualization of collaborative ethnography, and respond to Hymes’ (1972) call for a personal ethnography, in order to discuss the challenges and opportunities of NGO-researcher collaboration.
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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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Kwibisa, Namonda, and Safaa Majzoub. "Challenges Faced in Inter-Organizational Collaboration Process. A Case Study of Region Skåne." Journal of Sustainable Development 11, no. 5 (September 18, 2018): 34. http://dx.doi.org/10.5539/jsd.v11n5p34.

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The increase in the complexity of social and societal problems that even a large actor cannot solve alone has caused pressure on many sectors, organizations and entities making the need for collaboration to be more urgent. This is because collaboration enables merging financial resources, human resources and expertise needed to tackle complex problems. However, the increased failure of collaborations requests greater consideration and investigation of the challenges in collaboration. The purpose of this study is to investigate the challenges in inter-organizational collaboration at management and employee level with a focus on the Thomson and Perry (2006), model of collaboration. To fulfil this purpose, inter-organizational collaboration towards open Skåne 2030 strategy was used as a case study. The empirical data showed that there are challenges in both the management and employee level in inter-organizational collaboration. Further, the study also found that political influence is a major challenge in inter-organizational collaboration. The study makes a contribution with the adaption of the model of collaboration process. The model serves to enlighten collaborators that challenges in inter-organizational collaboration are inter-linked.
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Fang, Shih-Chieh, and Dan-Wei Wen. "Untangle Multi-Organizational Collaboration From Value Co-creation." International Journal of Business Administration 9, no. 5 (August 3, 2018): 76. http://dx.doi.org/10.5430/ijba.v9n5p76.

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Multi-organizational collaboration is a major method for firms to jointly create value. But received research from the value-based view puts much more emphasis on value capture over value creation among organizations. This research adopts value co-creation perspective from service science to propose a framework to address (1) the variety of value that can be created, and (2) key factors making multiple organizations co-create value. Theoretically, this paper provides a potential solution to untangle success factors of multi-organizational collaborations. Specifically, value co-creation perspective opens an alternative lens to investigate why organizations collaborate when they are not controlled by organizational hierarchy. Practically, this paper reflects how collaborations with other organizations could be evaluated from a non-competition-oriented manner to achieve better collaboration performance.
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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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Pucher, K. K., M. J. J. M. Candel, N. M. W. M. Boot, A. J. A. van Raak, and N. K. de Vries. "A multiple-case study of intersectoral collaboration in comprehensive school health promotion using the DIagnosis of Sustainable Collaboration (DISC) model." Health Education 115, no. 3/4 (June 1, 2015): 301–21. http://dx.doi.org/10.1108/he-03-2014-0027.

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Purpose – Intersectoral collaboration is often a prerequisite for effective interventions in public health. The purpose of this paper is to assess the facilitating and hindering conditions regarding intersectoral collaboration between health authorities, public health services (PHSs), public services stakeholders (PPSs) and the education sector in comprehensive school health promotion (CSHP) in the Netherlands. Design/methodology/approach – CSHP collaborations in five Dutch regions were studied using a questionnaire based on the DIagnosis of Sustainable Collaboration (DISC) model, focusing on: change management; perceptions, intentions and actions of collaborating parties; project organization; and factors in the wider context. Univariate and multivariate analyses with bootstrapping were applied to 106 respondents (62 percent response). Findings – A similar pattern of facilitating and hindering conditions emerged for the five regions, showing positive perceptions, but fewer positive intentions and actions. An overall favorable internal and external context for collaboration was found, but limited by bureaucratic procedures and prioritizing stakeholders’ own organizational goals. Change management was rarely applied. Some differences between sectors emerged, with greatest support for collaboration found among the coordinating organizations (PHSs) and least support among the financing organization (municipalities). Research limitations/implications – The generalization of the findings is limited to the initial formation stage of collaboration, and may be affected by selection bias, small sample size and possible impact of interdepartmental collaboration within organizations. Practical implications – The authors recommend establishing stronger change management to facilitate translation of positive perceptions into intentions and actions, and coordination of divergent organizational structures and orientations among collaborating parties. Originality/value – The results show that it is valuable for collaborating parties to conduct DISC analyses to improve intersectoral collaboration in CSHP.
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Кулова, Nina Kulova, Аньшин, and Valeriy Anshin. "Innovation Project Management Based on Network Interactions." Economics 4, no. 1 (February 18, 2016): 41–49. http://dx.doi.org/10.12737/17720.

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The article reviews innovation management concept based on inter-organizational collaboration. Classification of collaboration types and benefits from virtual networking in are given. The key principals of organizational interaction in the field of innovation are discussed along with effective organizational structures. Presented data was integrated after academic journals’ review and study of structural collaboration models proposed by several analytical centers and groups. Eventually the basic algorithms for collaborative network construction and operation are proposed by the authors. Prospects for future research in the field of innovative actors’ collaboration are indicated within the article.
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Dissertations / Theses on the topic "Organizational collaboration"

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Hall, Christopher Aaron 1964. "Organizational Support Systems for Team-Based Organizations: Employee Collaboration through Organizational Structures." Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc279218/.

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The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).
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Harris, Cheryl Lynne. "Collaboration for Organization Success: Linking Organization Support of Collaboration and Organization Effectiveness." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4962/.

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What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.
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Clark, Jonathan T. "Developing collaborative leadership a study of organizational change toward greater collaboration and shared leadership /." [Yellow Springs, Ohio] : Antioch University, 2008. http://www.ohiolink.edu/etd/view.cgi?acc_num=antioch1229720750.

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Thesis (Ph.D.)--Antioch University, 2008.
Title from PDF t.p. (viewed February 19, 2009). Advisor: Carolyn Kenny, Ph.D. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy 2008."--from the title page. Includes bibliographical references (p. 163-171).
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Clark, Jonathan Tyler. "Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750.

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Zhu, Jian. "Access Control for Cross Organizational Collaboration." University of Dayton / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=dayton1334690364.

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Psimas, Lynnae L. "Perceptions of Collaborative Process in a Professional Learning Focused University-Community-School Collaboration." Digital Archive @ GSU, 2012. http://digitalarchive.gsu.edu/cps_diss/71.

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The current study explored the collaborative processes present in a collaboration between an urban university in the Southeast United States, a state-funded educational support agency, and several urban and suburban school districts served by the state agency. To obtain a comprehensive understanding of the collaboration and relevant practices, perceptions were obtained from university, community agency, and K-12 school representatives through 12 individual and 2 group interviews. Data were collected and analyzed using Moustakas’s (1994) transcendental phenomenology methodology. Findings indicated that participants perceived collaborative processes in the areas of collaborative structure, communication practices, characteristics of collaborators and organizations, and group dynamics. Participants also described outcomes of the collaboration in the areas of general impact on professional learning participants, learning, evolution of behaviors and beliefs, relationship development, emotional impact, sustainability, and generalizability. Comparison of the current results to Hord’s (1986) model of inter-organizational collaboration and the literature on inter-organizational collaboration revealed strong support for a synthesis model of inter-organizational collaboration. Furthermore, the findings suggest implications for practice in the areas of goal alignment, communication, perceptions of collaborative involvement, system entry and assimilation, and personal characteristics.
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Shows, D. Wade. "Examining the state of the field and possibilities for collaboration in organization development." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566779.

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This study examined the state of organization development (OD) and the possibilities for collaboration within it. Thirteen leading OD professionals were interviewed. Study findings indicated that the field of OD is struggling and needs to demonstrate its unique value. Collaboration in the field was determined to be limited and participants expressed little interest, time, and energy for initiating collaboration, although they believed collaboration could help enhance the credibility and relevance of the field. Several barriers to collaboration were identified, such as divergence in the field and "turf" issues. Several success factors for collaboration also were identified, such as having a compelling and clear purpose. Recommendations for advancing the field are offered, such as identifying the unique properties of OD that distinguish its professionals from other professionals operating in the same space. Continued research should recruit participants from across the OD field to help confirm and extend the present study's findings.

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Winroth, Mats. "On manufacturing strategies : competing through inter-organizational collaboration /." Linköping : Univ, 2004. http://www.bibl.liu.se/liupubl/disp/disp2004/tek860s.pdf.

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Nordström, Niklas. "Organizational culture in Slack : The relationship between organizational culture and digital collaboration tools." Thesis, Karlstads universitet, Avdelningen för medie- och kommunikationsvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-72399.

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The purpose of this study was toexplore organizational culture in a digital context, so that a greater understanding of the relations between the two subjects could be developed. The interest for the subject came from reflections and observations obtained during a prior internship at a small organization using the digital collaboration platform Slack in their daily work. To answer the purpose of the study, one main research question; ‘What is the relationship between organizational culture and a digital communication platform as Slack?’ and two sub questions; ‘How is Slack used to solve problems with internal integration? and ‘How is Slack used to solve problems with external adaption?’ was formulated. The two sub questions came from an operationalization of Schein’s (2010, p.18) well used definition of organizational culture. By using the qualitative method netnography to study the behaviors and interactions of the members of a small organization through participating observations, in combination with the field notes and observations from the prior internship, the research questions were successfully answered. The results showed that Slack was used as a tool to maintain structure and order during problems with external adaption in form of a re-organization creating an unsecure time-period. Decrement in activity also showed that the usage of Slack was limited in time and easily could be exchanged, but that appreciated cultural rites and behaviors created from using it could live on outside of Slack. Results also showed that Slack successfully functioned as a tool to solve problems with internal integration. By allowing new members to efficiently come in contact with both the formal and informal cultural elements, the very essence of culture as in underlying assumptions was quickly taught. The efficiency of using Slack for internal integration was also shown to rely on a new possible problem in form of a disintegration between the private and work. The answer to the main research question was that Slack is an artifact, inhabiting other artifact, living in symbiosis with the organization. Even though Slack could help an organization to cope with problems of external adaption and internal integration, Slack on its own did not serve as a one single place for understanding and becoming a part of an organization and its culture, as the organization and culture still will live and develop outside of the digital medium.
Syftet med den här studien var att utforska organisationskultur i en digital miljö, så att en ökad förståelse för de två ämnena kunde utvecklas. Intresset för ämnet kom från observationer och reflektioner införskaffade under en tidigare praktik på en mindre organisation som använde den digitala plattformen Slack i sitt dagliga arbete. För att besvara syftet med studien formulerades en huvudsaklig forskningsfråga; ’Vad är relationen mellan organisationskultur och en digital plattform som Slack?’, och två sekundära frågor; ’Hur används Slack som lösning för problem med intern integration?’, och ’Hur används Slack för att lösa problem med extern anpassning?’. De sekundära frågorna kom från en operationalisering av Scheins (2010, p.18) väl använda definition av organisationskultur. Den kvalitativa metoden netnografi användes för att studera beteende och interaktioner mellan medlemmarna i en mindre organisation. Genom deltagande observationer i kombination med fältanteckningar och observationer från den tidigare praktiken kunde forskningsfrågorna framgångsrikt besvaras. Resultatet visade att Slack användes som ett verktyg för att behålla struktur och ordning under problem med extern anpassning, uppkomna till följd av en omorganisering av företaget. En minskning av aktiviteten i Slack visade att själva användandet av Slack är kopplat till en viss tidsperiod och enkelt kan bytas ut vid förändrat behov, men också att uppskattade beteenden och riter skapade genom användandet av Slack kan leva vidare utanför mediet. Resultatet visade också att Slack framgångsrikt fungerade som ett verktyg för att lösa problem med intern integration. Genom att låta nya medlemmar effektivt komma i kontakt med både formella och informella kulturella element kunde själva essensen av kultur, underliggande förgivettaganden, snabbt läras ut. Effektiviteten av att använda Slack för intern integrering visades också föra med sig ett eget potentiellt problem, en upplösning av gränsen mellan privat och arbete. Svaret på den huvudsakliga forskningsfrågan var att Slack är en artefakt, innehållandes andra artefakter, som lever i symbios med organisationen. Även om Slack kan hjälpa en organisation att hantera problem med extern anpassning och intern integrering, fungerar Slack inte som en ensam källa för att förstå och bli en del av en organisation och dess kultur, eftersom organisationen och dess kultur alltid kommer att leva vidare och utvecklas utanför det digitala mediet.
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Nortey, Vicentia. "Inter-organizational collaboration between university-linked innovation organizations - A case study of Drivhuset and STORM." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22651.

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The role of continuous innovation is imperative to creating and maintaining sustainablecommunities. The role of collaboration is also imperative to creating and maintainingsustainable communities. Researchers mean that the educational system should be an activeplayer in supporting government policies to promote local entrepreneurship and find it crucialto create collaborations among and within universities to achieve this. But what if the practiceof the solution is the complex phenomenon? The word “collaboration” is a multifaceted termthat has created a lot of ambiguities amongst organizations. This study therefore aimed tounravel the characteristics of inter-organizational collaboration between university-linkedinnovation organizations by studying the collaboration between two innovation organizationslinked to Malmö University. The outcome was depicted in a model as a suggestion to aframework of the collaborative efforts between university-linked innovation organizations.Whereas there are a number of pre-identified elements for successful collaboration, it wasfound that five distinct elements played a bigger role than others. These are committedmembers, access to resources, relationships & mutuality, diverse skillset and time& patience.These, alongside with a conflict-resolution strategy and a defined process map out thecornerstones of the suggested model.
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Books on the topic "Organizational collaboration"

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Organizational collaboration: Themes and issues. Abingdon, Oxon: Routledge, 2011.

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Zaremba, Alan Jay. Organizational communication: Foundations for business and collaboration. 3rd ed. New York: Oxford University Press, 2010.

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Schuman, Sandy. Creating a Culture of Collaboration. New York: John Wiley & Sons, Ltd., 2006.

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Inaba, Y. Creating new local industry through inter-organizational collaboration. Cambridge: ESRC Centre for Business Research, University of Cambridge, 2000.

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Mastering the art of creative collaboration. New York: McGraw-Hill, 1998.

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Zheng He's art of collaboration. Singapore: ISEAS Pub., 2012.

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Parent-school collaboration: Feminist organizational structures and school leadership. Albany, N.Y: State University of New York Press, 1996.

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Intervention and collaboration: Helping organizations to change. Amsterdam: Pfeiffer, 1993.

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Winer, Michael Barry. Collaboration handbook: Creating, sustaining, and enjoying the journey. Saint Paul, Minn: Amherst H. Wilder Foundation, 1994.

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Winer, Michael Barry. Collaboration handbook: Creating, sustaining, and enjoying the journey. 2nd ed. St. Paul, MN: Fieldstone Alliance, 2009.

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Book chapters on the topic "Organizational collaboration"

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Janousek, Christian L. "Organizational Collaboration." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–8. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_19-1.

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Janousek, Christian L. "Organizational Collaboration." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4281–87. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_19.

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Bhalla, Gaurav. "Respond Internally: Organizational Alignment." In Collaboration and Co-creation, 99–121. New York, NY: Springer New York, 2010. http://dx.doi.org/10.1007/978-1-4419-7082-4_6.

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Reuter, Christian. "Empirical Perspective on Inter-Organizational Improvisation Work (CHI)." In Emergent Collaboration Infrastructures, 49–64. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-08586-5_5.

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Saenz, Maria Jesus, Eduardo Ubaghs, and Alejandra Isabel Cuevas. "Inter-organizational Learning and Collaboration." In Enabling Horizontal Collaboration Through Continuous Relational Learning, 5–6. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08093-2_2.

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Verspuy, Martijn, and Peter Van Bogaert. "Interprofessional Collaboration and Communication." In The Organizational Context of Nursing Practice, 259–78. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-71042-6_12.

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Bianchini, Devis, Valeria De Antonellis, and Michele Melchiori. "Modeling Collaboration for Mashup Design." In Organizational Change and Information Systems, 461–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37228-5_45.

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Ebster-Grosz, Dagmar, and Derek Pugh. "Organizational Behaviour in British and German Firms." In Anglo-German Business Collaboration, 122–60. London: Palgrave Macmillan UK, 1996. http://dx.doi.org/10.1007/978-1-349-13966-8_6.

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Glezakos, Nick, and Athina A. Lazakidou. "Organizational Design of Online Communities." In Virtual Communities, Social Networks and Collaboration, 61–73. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-3634-8_4.

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Kubicek, Herbert, Ralf Cimander, and Hans Jochen Scholl. "IT Governance of Collaboration for Interoperability." In Organizational Interoperability in E-Government, 109–25. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-22502-4_9.

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Conference papers on the topic "Organizational collaboration"

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Sampson, Fred. "Organizational collaboration." In CHI '05 extended abstracts. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1056808.1056830.

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White, Julie A., Joseph B. Lyons, and Stephanie D. Swindler. "Organizational collaboration." In the 14th European conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1362550.1362563.

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Swindler, Stephanie D., Laura Militello, and Joseph B. Lyons. "Studying organizational collaboration." In the 14th European conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1362550.1362558.

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A Straka, Douglas. "Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3696.

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[This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology] Aim/Purpose : Governments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background: This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. Methodology: The author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research Contribution/Findings: This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multi-cultural, multi-stakeholder organizations, encouraging additional research in this area Recommendations for Practitioners: Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for Researchers: Researchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society: Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future Research: Gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.
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Diirr, Bruna, and Claudia Cappelli. "Executive Summary: A systematic literature review to understand cross-organizational relationship management and collaboration." In XV Simpósio Brasileiro de Sistemas Colaborativos. Sociedade Brasileira de Computação - SBC, 2019. http://dx.doi.org/10.5753/sbsc.2019.7820.

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Organizations increasingly need to establish partnerships to face environment changes and remain competitive. This cross-organizational relationship allows organizations to share resources and collaborate to handle business opportunities better. However, besides all benefits, these organizations usually face several challenges during the partnership. This research aims to explore the cross-organizational relationship management, thus outlining the systematic literature review performed to understand the collaboration between different organizations and organizing an ICT related body of knowledge about the topic.
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Jantunen, Sami, and Tapani Koivisto. "Supporting Organizational Sensemaking with Collaboration Engineering." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.104.

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Tumbas, Pere, Predrag Matkovic, Mirjana Maric, and Veselin Pavlicevic. "ORGANIZATIONAL ASPECTS OF UNIVERSITY-INDUSTRY COLLABORATION." In International Conference on Education and New Learning Technologies. IATED, 2016. http://dx.doi.org/10.21125/edulearn.2016.1598.

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Duc, Anh Nguyen, Daniela S. Cruzes, and Reidar Conradi. "Competition on inter-organizational collaboration from an organizational-social-technical perspective." In 2012 5th International Workshop on Cooperative and Human Aspects of Software Engineering (CHASE). IEEE, 2012. http://dx.doi.org/10.1109/chase.2012.6223003.

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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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Madlberger, Maria, and Narcyz Roztocki. "Digital Cross-Organizational Collaboration: A Metatriangulation Review." In 2010 43rd Hawaii International Conference on System Sciences. IEEE, 2010. http://dx.doi.org/10.1109/hicss.2010.149.

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Reports on the topic "Organizational collaboration"

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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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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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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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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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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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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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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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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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Mason, Dyana, and Miranda Menard. The Impact of Ride Hail Services on the Accessibility of Nonprofit Services. Transportation Research and Education Center (TREC), 2021. http://dx.doi.org/10.15760/trec.260.

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Nonprofit organizations are responsible for providing a significant level of human services across the United States, often in collaboration with government agencies. In this work, they address some of the most pressing social issues in society – including homelessness, poverty, health care and education. While many of these organizations consider location and accessibility crucial to supporting their clients – often locating services near bus or train stops, for example – little is known about the impact of new technologies, including ride hail services like Lyft and Uber, on nonprofit accessibility. These technologies, which are re-shaping transportation in both urban and suburban communities, are expected to dramatically shift how people move around and the accessibility of services they seek. This exploratory qualitative study, making use of interviews with nonprofit executives and nonprofit clients, is among the first of its kind to measure the impact of ride hail services and other emerging technologies on community mobility and accessibility.
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