To see the other types of publications on this topic, follow the link: Organizational collaboration.
Journal articles on the topic 'Organizational collaboration'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Organizational collaboration.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Çoban, Ömür, and Ramazan Atasoy. "Relationship between distributed leadership, teacher collaboration and organizational innovativeness." International Journal of Evaluation and Research in Education (IJERE) 9, no. 4 (December 1, 2020): 903. http://dx.doi.org/10.11591/ijere.v9i4.20679.
Full textAbstract:
The aim of this study was to examine the relationships between distributed leadership, organizational innovativeness and teacher collaboration. We used Turkish teacher data and conducted the analysis from teachers’ perspectives working in secondary schools in Turkish Ministry of National Education at the International Standard Classification of Education 2 (ISCED) level. In this quantitative study, we analysed the three hypotheses via structural equation model. The hypotheses assumed that there was a relationship between distribute leadership and organizational innovativeness, also there was a relationship between distrubitive leadership and teacher collaboration. Additionally, there was a relationship between teacher collaboration and organizational innovativeness. Finally, we analysed the impact of distributed leadership on organizational innovativeness via teacher collaboration. The finding indicated that there were relations between distributed leadership and organizational innovativeness. The other result showed that teacher collaboration affected organizational innovativeness. The last finding displayed that distributed leadership impacted organizational innovativeness via teacher collaboration. In conclusion, if school principals exhibited distributed leadership behavior, they would create a supportive and collaborative climate for teachers and they also encourage teachers’ agreement to develop new ideas for teaching, their openness to change, their problem-solving strategies and exchanging atmosphere where they share their practices with each other.
12
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.
Full textAbstract:
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.
13
Hameri, Ari-Pekka, Mikael Puittinen, and Mikko Syrjälahti. "Organizational emergence in networked collaboration." International Journal of Communication Systems 15, no. 7 (September 2002): 607–19. http://dx.doi.org/10.1002/dac.554.
Full text
14
Spilka, Rachel. "Collaboration across multiple organizational cultures." Technical Communication Quarterly 2, no. 2 (March 1993): 125–45. http://dx.doi.org/10.1080/10572259309364529.
Full text
15
Dongshin Kim. "Organizational culture and interagency collaboration." Korean Public Management Review 24, no. 4 (December 2010): 73–100. http://dx.doi.org/10.24210/kapm.2010.24.4.004.
Full text
16
Dawkins, Cecilia, Deborah Oakley, Jackie Davis, and Naomi Ervin. "Collaboration as an Organizational Process." Journal of Nursing Education 30, no. 4 (April 1991): 189–91. http://dx.doi.org/10.3928/0148-4834-19910401-13.
Full text
17
Payumo, Jane, Danna Moore, Marc Evans, and Prema Arasu. "An Evaluation of Researcher Motivations and Productivity Outcomes in International Collaboration and Partnerships at a U.S. Research-Intensive University." Interdisciplinary Journal of Partnership Studies 6, no. 2 (August 14, 2019): 4. http://dx.doi.org/10.24926/ijps.v6i2.2012.
Full textAbstract:
This paper examines factors that influence faculty at a research-intensive U.S. public land grant university to engage in international collaborations and partnerships. Using a mixed-mode (web, mail, and telephone) survey, we collected data from 764 researchers at Washington State University, Pullman, Washington, USA, to provide a baseline and current context of demographic characteristics, motivations, barriers, and academic outcomes in relation to international research collaboration. Our results suggest that funding, reduced organizational and institutional barriers, effective institutional support, previous global experience, and research outcomes can encourage faculty to engage in international collaboration. We also found that faculty involved in international collaboration, on average, exhibited higher productivity and a positive correlation with scholarly output, especially through joint publications and student training. The results of this study may provide a reference for research-intensive institutions interested in optimizing their internationalization agendas through partnerships, and examining their policies, strategies, and messaging to increase faculty engagement in collaborative research that promotes co-creation, reciprocity, mutually beneficial partnership, and organizational transformation.
18
Kawabata, Yuki. "Managing to Facilitate Cross-Sectoral Inter-Organizational Collaborations." International Journal of Systems and Service-Oriented Engineering 10, no. 2 (July 2020): 13–41. http://dx.doi.org/10.4018/ijssoe.2020070102.
Full textAbstract:
The promotion of new and competitive industries through cross-sectoral inter-organizational collaborations are tackled in many regions globally. This study explores the management of facilitating collaboration with consideration of the planned approach to change based on change management theory. The “initial conditions,” “field,” and “emerging interaction toward the collaborations” are clarified as key elements for management through intervention. It is considered how these interventions are implemented on these elements. A conceptual model for considering comprehensive management of the self-organization process toward collaboration is proposed. In the case study, experiences of the medical technology industry of three German states are examined. The activities of cluster organizations of these states, which provide services to facilitate cross-sectoral collaborations, are scrutinized. The results of the case study are comparatively analyzed, and the modified conceptual framework is depicted by reflecting the findings of the study. The implications are then discussed.
19
Raharja, Sam'un Jaja, and Dede Akhmad. "ANALISIS JARINGAN KOLABORASI DALAM PENCEGAHAN DAN PENANGGULANGAN HIV/AIDS: STUDI DI KABUPATEN SUBANG JAWA BARAT." Jurnal Kependudukan Indonesia 14, no. 1 (June 28, 2019): 29. http://dx.doi.org/10.14203/jki.v14i1.389.
Full textAbstract:
There is an increasing trend of people living with HIV/AIDS (PLWHA) in Subang District, a region characterized by high population mobility. Hence, this study aims to explain the factors that influence collaboration in HIV/AIDS prevention and control in Subang Regency. This study uses a latent construct of collaboration reflected by five dimensions: governance, administration, organizational authority, mutuality, and norms. This study uses quantitative methods and data collection techniques through distributing questionnaires to 72 respondents involved in HIV/AIDS prevention and prevention in Subang Regency. The selection of respondents represents government and non-government organizations based on quota sampling. Data were analyzed by Partial Least Square-Structural Equation Modeling (PLS-SEM) in the second order confirmatory factor analysis to explain the collaboration measurement model as a latent construct. The results showed that all dimensions of the collaboration construct were valid and reliable. All dimensions can be said to significantly explain the collaborative construct of HIV/AIDS prevention and care. The dimensions of governance are the most valuable factors that influence the construct of collaboration, followed by organizational autonomy, administration, mutuality, and finally norms as dimensions with the smallest contribution value to collaboration.Â
20
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.
Full textAbstract:
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.
21
Conner, Thaddieus W. "Exploring the Diverse Effects of Stakeholder Engagement on Organizational Performance." American Review of Public Administration 47, no. 6 (December 6, 2015): 634–47. http://dx.doi.org/10.1177/0275074015618785.
Full textAbstract:
Collaborative partnerships and stakeholder engagement support an exchange of information, ideas, and resources that are critical to successful policy implementation in the 21st century. Such multiorganizational arrangements accompany expectations that collaboration will lead to improved policy outcomes and organizational performance that would not otherwise be possible in more hierarchical settings. However, our knowledge of how collaborative partnerships contribute to the full spectrum of potential impacts ranging from direct substantive outcomes to more indirect process-oriented improvements remains limited. Using data from a unique survey of 150 Indian education directors in New Mexico and Oklahoma, the following study explores how collaboration between public officials and Native American communities is related to perceived improvements in organizational performance across eight different direct and indirect measures. The results demonstrate that higher levels of collaboration are positively related to perceived improvements in direct substantive outcomes for Native American students. However, collaboration has less of an impact on more process-oriented outcomes including improved joint problem solving and cross-cultural learning with stakeholders suggesting the presence of differential effects. This research makes meaningful contributions to our understanding of the diverse impacts of collaboration, and the degree to which stakeholder engagement is related to more positive outcomes in public school districts.
22
Mirońska, Dominika, and Piotr Zaborek. "NGO—Business Collaboration: A Comparison of Organizational, Social, and Reputation Value From the NGO Perspective in Poland." Nonprofit and Voluntary Sector Quarterly 48, no. 3 (September 7, 2018): 532–51. http://dx.doi.org/10.1177/0899764018797476.
Full textAbstract:
Based on a representative sample of Polish nongovernmental organizations (NGOs) collaborating with firms this study explores the nature of NGO-business relationships and perceived benefits for NGOs. The focus is on how relationship factors (alignment, trust, and commitment) influence three groups of benefits: organizational, social, and reputation related. Both trust and alignment appear to have similar total effects on all types of collaboration value. In contrast, commitment in collaboration is positively correlated only with organizational value, while social and reputational benefits show negative links. This suggests that stronger relationship commitment enhances the amount of resources acquired from the business collaborator, but at the same time it can lower the reputation of the NGO and decrease its capacity to achieve social goals. The article offers interpretations of the findings and recommendations for further research.
23
Mervyn, Kieran, Nii Amoo, and Rebecca Malby. "Challenges and insights in inter-organizational collaborative healthcare networks." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 875–902. http://dx.doi.org/10.1108/ijoa-05-2018-1415.
Full textAbstract:
Purpose Public sectors have responded to grand societal challenges by establishing collaboratives – new inter-organizational partnerships to secure better quality health services. In the UK, a proliferation of collaboration-based healthcare networks exists that could help to enhance the value of investments in quality improvement programs. The nature and organizational form of such improvements is still a subject of debate within the public-sector literature. Place-based collaboration has been proposed as a possible solution. In response, the purpose of this study is to present the results and findings of a place-based collaborative network, highlighting challenges and insights. Design/methodology/approach This study adopted a social constructionist epistemological approach, using a qualitative methodology. A single case study was used and data collected in three different stages over a two-year period. Findings The study finds that leadership, data-enabled learning through system-wide training and development, and the provision of an enabling environment that is facilitated by an academic partner, can go a long way in the managing of healthcare networks for improving quality. Research limitations/implications Regardless of the tensions and challenges with place-based networks, they could still be a solution in maximizing the public value required by government investments in the healthcare sector, as they offer a more innovative structure that can help to address complex issues beyond the remit of hierarchical structures. This study is limited by the use of a single case study. Practical implications Across countries health systems are moving away from markets to collaborative models for healthcare delivery and from individual services to population-based approaches. This study provides insights to inform leaders of collaborative health models in the design and delivery of these new collaborations. Social implications As demand rises (as a result of increasing complexity and demographics) in the western world, health systems are seeking to redefine the boundaries between health service provision and community self-reliance and resilience. This study provides insights into the new partnership between health institutions and communities, providing opportunities for more social- and solidarity-based healthcare models which place patients and the public at the heart of change. Originality/value The city place-based network is the first of such organizational form in healthcare collaboration in the UK.
24
Casey, Colleen, Jianling Li, and Michele Berry. "Interorganizational collaboration in public health data sharing." Journal of Health Organization and Management 30, no. 6 (September 19, 2016): 855–71. http://dx.doi.org/10.1108/jhom-05-2015-0082.
Full textAbstract:
Purpose The purpose of this paper is to analyze the institutional and social forces that influence collaborative data sharing practices in cross-sector interorganizational networks. The analysis focusses on the data sharing practices between professionals in the transportation and public health sectors, areas prioritized for collaborative action to improve public health. Design/methodology/approach A mixed methods design is utilized. Electronic surveys were sent to 57 public health and 157 transportation professionals in a large major metropolitan area in the USA (response rate 39.7 percent). Focus groups were held with 12 organizational leaders representing professionals in both sectors. Findings The application of the institutional-social capital framework suggests that professional specialization and organizational forces make it challenging for professionals to develop the cross-sector relationships necessary for cross-sector collaborative data sharing. Research limitations/implications The findings suggest that developing the social relationships necessary for cross-sector collaboration may be resource intensive. Investments are necessary at the organizational level to overcome the professional divides that limit the development of cross-sector relationships critical for collaborative data sharing. The results are limited to the data sharing practices of professionals in one metropolitan area. Originality/value Despite mandates and calls for increased cross-sector collaboration to improve public health, such efforts often fail to produce true collaboration. The study’s value is that it adds to the theoretical conceptualization of collaboration and provides a deeper understanding as to why collaborative action remains difficult to achieve. Future study of collaboration must consider the interaction between professional specialization and the social relationships necessary for success.
25
Wu, Zhen Yong, X. G. Ming, Wen Yan Song, Zhi Tao Xu, and Li Na He. "The Design and Realization of E-Learning System for Organizational Learning." Advanced Materials Research 422 (December 2011): 482–85. http://dx.doi.org/10.4028/www.scientific.net/amr.422.482.
Full textAbstract:
Collaboration learning and monitoring the learning procedure are an important key to improve effectiveness and to increase the success rate of the learner in the organizational learning. The requirement of collaboration learning and monitoring the procedure were analyzed and outlined first in this paper, the E-learning system for organizational learning was designed and realized, the collaborative learning and monitoring the procedure were described in detail finally.
26
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.
Full textAbstract:
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.
27
Borg, Josefin, and Hannes von Knorring. "Inter-organizational collaboration for energy efficiency in the maritime sector: the case of a database project." Energy Efficiency 12, no. 8 (November 27, 2019): 2201–13. http://dx.doi.org/10.1007/s12053-019-09822-x.
Full textAbstract:
AbstractThis article explores the complexities of establishing knowledge-sharing practices between organizations through a case study of the creation of a database for energy efficiency measures relevant to the shipping sector. As researchers and policy-makers tend to point towards knowledge sharing and collaboration as means towards a more energy-efficient society, there is a need to better understand the knowledge sharing practices in such initiatives. The study is based upon extensive fieldwork where the first author was recruited to a collaborative network on energy efficiency in the shipping sector, to aid in the development of the collaboration while carrying out participatory-observational research in an ethnographic tradition. The study highlights the need to maintain realistic expectations for new knowledge-sharing collaborations, and the necessity to allow such arrangements to develop over time.
28
Sapat, Alka, Ann-Margaret Esnard, and Aleksey Kolpakov. "Understanding Collaboration in Disaster Assistance Networks: Organizational Homophily or Resource Dependency?" American Review of Public Administration 49, no. 8 (July 10, 2019): 957–72. http://dx.doi.org/10.1177/0275074019861347.
Full textAbstract:
Greater collaboration among nongovernmental organizations (NGOs) after disasters is important in helping them deliver services, share information, and avoid resource duplication. Following a disaster, numerous NGOs, including a large number of faith-based NGOs, typically offer disaster assistance. But to what extent do these NGOs providing disaster assistance collaborate with each other? Does organizational homophily prevail? Or is the need to acquire resources an incentive for collaboration? Are collaborations characterized by relationships of dependency? To answer these questions, we analyze collaboration between international NGOs, local NGOs, faith-based organizations, and other organizations providing disaster assistance in Haiti in the 3-year period following the 2010 earthquake. Data on these organizations and their networks were analyzed using social network analysis methods. The major findings are that most organizations collaborate within sectoral boundaries and that homophily is one of the main drivers of collaboration, illuminating power relationships in disaster assistance networks.
29
Zuzul, Tiona. "Boundary Frustration in Multi-Organizational Collaboration." Academy of Management Proceedings 2013, no. 1 (January 2013): 17272. http://dx.doi.org/10.5465/ambpp.2013.17272abstract.
Full text
30
Essawi, Mohammad, and Oleg Tilchin. "Adaptive Collaboration Model for Organizational Change." American Journal of Industrial and Business Management 02, no. 04 (2012): 145–52. http://dx.doi.org/10.4236/ajibm.2012.24019.
Full text
31
Peterson, Mark F. "International collaboration in organizational behavior research." Journal of Organizational Behavior 22, no. 1 (February 2001): 59–81. http://dx.doi.org/10.1002/job.61.
Full text
32
Getha-Taylor, Heather, and Alexa Haddock-Bigwarfe. "Public service motivation and willingness to collaborate." Evidence-based HRM: a Global Forum for Empirical Scholarship 2, no. 1 (May 13, 2014): 80–95. http://dx.doi.org/10.1108/ebhrm-07-2013-0018.
Full textAbstract:
Purpose – The purpose of this paper is to examine public service motivation (PSM) and the connection with collaborative attitudes among a sample of homeland security actors representing the public, private, and nonprofit sectors. Design/methodology/approach – This study examines relationships between measures of PSM and collaboration using original survey data and hierarchical multiple regression. Findings – Findings reveal strong positive relationships between PSM measures and attitudes toward collaboration at the individual and organizational level. Research limitations/implications – Survey results are cross-sectional and are from respondents participating in a single state's homeland security summit. Practical implications – It is expected that results can be used to enhance collaboration at the individual and organizational levels. At the organizational level, results can be used for matching individuals with collaborative opportunities. At the individual level, results can be used for enhanced self-reflection and effectiveness purposes. Originality/value – This study provides insights on the relationship between PSM measures and collaborative attitudes. The research contributes to the body of scholarly work connecting PSM and correlates of interest.
33
Zeimers, Géraldine, Christos Anagnostopoulos, Thierry Zintz, and Annick Willem. "Examining Collaboration Among Nonprofit Organizations for Social Responsibility Programs." Nonprofit and Voluntary Sector Quarterly 48, no. 5 (March 21, 2019): 953–74. http://dx.doi.org/10.1177/0899764019837616.
Full textAbstract:
Nonprofit organizations (NPOs) increasingly implement socially responsible programs to address their responsibilities toward society. Although collaborations are a valuable means to tackle complex social issues, NPOs also similarly collaborate with other NPOs for delivering socially responsible programs. However, the motivations driving NPOs to collaborate with likeminded organizations for socially responsible programs remain unclear. Using a single embedded in-depth case study research design, our purpose is to examine the formation of collaborations among sport federations and sport clubs for socially responsible programs. Reflecting the interplay between resource-based view and institutional perspectives, our findings intrinsically indicate that partners demonstrate similarity in their motivations to collaborate due to their organizational fit, but with some key differences in the complementary resources they seek. Organizational legitimacy and resource exchange needs for socially responsible programs are driving the collaboration rather than organizational survival needs. The potential to create social value makes this nonprofit collaboration form unique.
34
Lutomia, Anne Namatasi, Julia Bello-Bravo, John Medendorp, and Barry Pittendrigh. "A Positive Project Outcome: Lessons from a Non-Dominant Government University-Based Program." Interdisciplinary Journal of Partnership Studies 7, no. 2 (December 16, 2020): 3. http://dx.doi.org/10.24926/ijps.v7i2.3482.
Full textAbstract:
This article explores factors contributing to a non-dominant collaboration paradigm in a partnership between a government-based international development agency and a university-based non-governmental organization. Anchored in Wood’s and Gray’s collaborative framework, this article describes how the steeply hierarchical partnership navigated the elements of collaboration – organizational autonomy; shared problem domain; interactive processes; shared rules, norms, and structures; and decision making – to produce non-dominant values and practices deriving from negotiated processes, rules, norms, and structures that produced positive collaboration outcomes. In particular, a history of prior mutually beneficial interactions emerges as a critical precondition for achieving a non-dominant collaboration in this case study’s steeply hierarchical organizational relationship, one in which egalitarianism and equal decision-making regarding the agenda and the goals of the collaboration could have been highly constrained.
35
Chu, Chih-Hsing, Chia-Jung Chang, and Han-Chung Cheng. "Empirical Studies on Inter-Organizational Collaborative Product Development." Journal of Computing and Information Science in Engineering 6, no. 2 (April 10, 2006): 179–87. http://dx.doi.org/10.1115/1.2202870.
Full textAbstract:
Collaborative product development (CPD) has become an imperative for companies to strengthen their niche values and remain competitive in the global market. However, most scholars may lack knowledge of deploying CPD in current industrial settings, and their research efforts may thus fail to fulfill practical needs. This paper presents a series of empirical case studies on distributed product development in Asia-Pacific Region. Engineering collaborations among brand-owner, manufacturer, and supplier in six product design chains (desktop PC, IC substrate, LCD monitor, bicycle, mold design, and CPU cooler) are under investigation. A systematic approach is developed that categorizes CPD into three modes based on the number of engineering BOM items and the difficulty of modularization in product design. It provides a preliminary but structured template for CPD deployment by characterizing the implications and software features of each mode. The cases also reveal values which CPD creates for the downstream supplier of a global value chain and new IT technologies enabling the collaboration process. This work is one of the early studies that analyze collaborative product development from the perspective of a manufacturer. The findings complement and corroborate theoretical studies in related research.
36
Gutter, Michael S., LaToya J. O’Neal, Roberta Riportella, Laura Sugarwala, John Mathias, Melissa J. Vilaro, Samantha R. Paige, et al. "Promoting community health collaboration between CTSA programs and Cooperative Extension to advance rural health equity: Insights from a national Un-Meeting." Journal of Clinical and Translational Science 4, no. 5 (February 13, 2020): 377–83. http://dx.doi.org/10.1017/cts.2020.13.
Full textAbstract:
AbstractAddressing rural health disparities has unique challenges that require cross-sector collaborations to address social determinants of health and help those in need to get connected to care continuum. We brought the Clinical and Translational Science Award, Institutional Development Award Program Infrastructure for Clinical and Translational Research, and Cooperative Extension System Programs together for a one-day semi-structured meeting to discuss collaborative opportunities to address rural health disparities. Session notes and event materials were analyzed for themes to facilitate collaboration such as defining rural, critical issues, and organizational strengths in support of collaboration. Across 16 sessions, there were 26 broad topics of discussion. The most frequent topics included “barriers and challenges,” “strategies and opportunities,” and “defining rural.” There is a growing understanding of the opportunity that collaboration between these large programs provides in addressing rural health disparities.
37
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.
Full textAbstract:
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.
38
Lee, Jongseon, and Nami Kim. "Know yourself and find your partners." Management Research Review 42, no. 12 (December 9, 2019): 1333–52. http://dx.doi.org/10.1108/mrr-06-2018-0244.
Full textAbstract:
Purpose This paper aims to examine whether balancing exploration and exploitation rather than emphasizing one over the other leads to better performance. This study also examines the effects of different kinds of external collaboration on a firm’s performance in relation to the firm’s current innovative direction that shows firms’ internal weighting of exploration or exploitation. Design/methodology/approach Data on Korean manufacturing firms collected from the Korean Innovation Survey were used to test the hypotheses. This study suggested the concept of innovative direction (θ) to examine current innovation capabilities about how much the firms focused on exploration or exploitation. The directionality of exploration or exploitation has not been reflected in previous measures of ambidexterity. Factor analysis and hierarchical regression were used to test hypotheses. Findings The findings suggest that balancing exploration and exploitation is beneficial for a firm’s performance, and explorative collaboration is more beneficial for firms internally emphasizing exploitation. However, it showed that for exploration-oriented firms, exploitative collaboration does not supplement exploitative activities. Research limitations/implications Inter-organizational collaboration helps to develop ambidexterity that leads to better performance. Because inter-organizational collaboration involves substantial costs and is time-consuming, selecting and maintaining partners has to be conducted carefully. Based on the currently pursuing innovative directions, firms can make more appropriate decision for finding external cooperative partners with much of efficiency. When firms find collaborative partners, it is the first thing to look inside themselves. Originality/value Previous studies mainly focused on the selection and balance of the partnership between exploration and exploitation without considering the role of an internal innovative strategy firms are currently pursuing. Identifying firms’ current states and finding partners that can supplement any deficiencies provides the most efficient option for the ambidextrous organization. Consideration of inter-organizational collaborations based on the analysis of internal conditions will be fruitful for the study of ambidexterity.
39
NORTA, ALEX, and PAUL GREFEN. "DISCOVERING PATTERNS FOR INTER-ORGANIZATIONAL BUSINESS PROCESS COLLABORATION." International Journal of Cooperative Information Systems 16, no. 03n04 (September 2007): 507–44. http://dx.doi.org/10.1142/s0218843007001664.
Full textAbstract:
In the area of business-to-business (B2B) collaboration for manufacturing, original equipment manufacturers (OEMs) are confronted with the problem of spending considerable time and effort on coordinating suppliers across multiple tiers of their supply chain. In tightly integrated supply chains, the failure of providing services and goods on time leads to interruptions of the overall production and subsequently results in customer dissatisfaction. This paper proposes the concept of electronic Sourcing eSourcing as a consolidating approach for improving the coordination of service provision across several tiers of a supply chain. eSourcing allows for the harmonization of heterogenous system environments of collaborating parties without requiring a total disclosure of internal business details to the counterpart. Furthermore, with tool support in eSourcing, it is possible to verify the correct termination of processes and the contractual adherence of service provision without imposing fixed standardized routing. In this paper features of the eSourcing concept are analyzed in a pattern-based way. This paper pursues an analysis of eSourcing patterns in a top-down way for constructing collaboration configurations. The discovered and specified eSourcing construction patterns of this paper are instrumental in the EU-FP6 project CrossWork for conducting case studies with industry partners from the automobile industry.
40
Fulton, Brad, and Richard L. Wood. "Interfaith Community Organizing Emerging Theological and Organizational Challenges." International Journal of Public Theology 6, no. 4 (2012): 398–420. http://dx.doi.org/10.1163/15697320-12341252.
Full textAbstract:
Abstract Interfaith work in the United States takes diverse forms: from grass-roots collaboration on projects such as feeding the homeless, to locally-sponsored interfaith dialogues, collaborations sponsored by national denominational bodies and shared work on federal ‘faith-based initiatives’. This article profiles the characteristics and dynamics of a particular type of interfaith work, done under the rubric of ‘broad-based’, ‘faith-based’ or ‘congregation-based’ community organizing. For reasons detailed below, we term this form of interfaith and religious-secular collaboration ‘institution-based community organizing’. By drawing on results from a national survey of all local institution-based community organizations active in the United States in 2011, this article documents the significance of the field, its broadly interfaith profile, how it incorporates religious practices into organizing, and the opportunities and challenges that religious diversity presents to its practitioners and to North American society.1
41
de Groot, Steven. "Collaboration of creative professionals with companies (CoCreaCo): antecedent conditions for collaboration in crossovers." Journal of Work-Applied Management 12, no. 2 (June 29, 2020): 159–74. http://dx.doi.org/10.1108/jwam-02-2020-0006.
Full textAbstract:
PurposeCollaboration between creative professionals (artists and designers) and companies has become more prominent. In so-called “crossovers,” indicated with the acronym CoCreaCO (collaboration of creative professionals with companies) when they concern specific crossover of creative professionals with companies, societal and organizational challenges such as becoming more innovative are addressed through multidisciplinary collaboration that increasingly embraces and exploits the distinctive way of thinking and working of artists and designers. Over the past years, several scholars focused their research on the effect of artistic interventions or arts-based initiatives (ABIs) and design thinking in organizations. Hardly any research has been done on the conditions (organizational and individual factors) that are conducive to ABIs in organizations, such as trust and common ground. The central question for this study is which conditions foster successful collaboration between creative professionals and organizations in crossovers. For this study, the conditions for collaboration between creative professionals and four Dutch organizations were studied by interviewing ten creative professionals, project managers and employees who worked together, following which a survey of 60 questions was filled in by 41 Dutch respondents. This study shows that despite the differences between the disciplines of creative professionals and employees for this type of crossover, both disciplines requested quite similar conditions for collaboration. Both creative professionals and employees should realize and encourage trust and common ground by focusing on an open process and outcome, a shared creative process started with a shared problem. Experience with this type of collaboration, art disciplines, the role and qualities of the artist (individual factors) as well as the organization's sector seem to influence neither expectations of collaboration nor the intention to engage in this type of cooperation in the future.Design/methodology/approachBoth ten employees (project managers) and creative professional(s) with whom the organization cooperated were interviewed (four case studies, semistructured interviews). Thereafter, 41 respondents have been filled in a survey.FindingsSuccessful cooperation can be explained by six concepts of determinants, which are briefing, qualities of creative professionals, organizational qualities, organization factors and common ground. More particular, creative professionals' independency and their ability to render observations and to reflect of these and organization's role by informing employees and organizing a clear work process need to be addressed before or during collaboration.Originality/valuepast years, many scholars focused their research on the effects of artistic interventions or ABIs and design thinking in organizations. There is hardly any research on the conditions that are conductive to artistic interventions in organizations such as trust and common ground.
42
Weare, Christopher, Paul Lichterman, and Nicole Esparza. "Collaboration and Culture: Organizational Culture and the Dynamics of Collaborative Policy Networks." Policy Studies Journal 42, no. 4 (November 2014): 590–619. http://dx.doi.org/10.1111/psj.12077.
Full text
43
Hadna, Agus Heruanto, and Nasrulhaq Nasrulhaq. "Collaborating Local Government Agencies to Prevention Adolescent Reproductive Health in Makassar, Indonesia." Otoritas : Jurnal Ilmu Pemerintahan 9, no. 1 (May 31, 2019): 12–27. http://dx.doi.org/10.26618/ojip.v9i1.2025.
Full textAbstract:
Collaboration is an approach and concept of managing public policy in Makassar, Indonesia. Recently, the municipality of Makassar has capitalized on the collaboration of local government agencies regarding public affairs to prevent issues of Adolescent Reproductive Health (ARH). ARH is a strategic issue for local government so that it is solved collaboratively. The collaborating governmental organization comprises the Department of Education, Health, Family Planning, and all of the Urban Villages. This research employed a qualitative method focusing on the analysis of collaborative phenomena of local government agencies in Generation Planning Program through Adolescent Counseling Information Center (ACIC) and Adolescent Families Development (AFD) in Makassar. Data were obtained and analyzed in an orderly and structured manner with general qualitative approach. Based on the field research, the local government agencies collaborate in two ways. The first collaboration deals with the sectoral term which is the involvement of the government agencies related to adolescent reproductive health policy. The second collaboration deals with the regional term including the involvement of the Sub-District and Urban Villages in Makassar as grassroots bureaucracy. Collaborative themes and relations are the main findings in this article. An interesting theme in the idea of collaboration is mutual interdependence, while an exciting theme in the implementation of collaborative action is joint interaction. Organizational relationships in collaboration between local government agencies are coordination, consolidation, consultation, and command. This study concluded that sectoral and regional collaboration is proper in bringing a solution to public health affairs that are very complex.
44
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.
Full textAbstract:
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.
45
Keeney, Grace. "KNOWLEDGE MANAGEMENT AND COLLABORATION EFFECTS: SOUTH-SOUTH NGO COLLABORATION: A CASE STUDY ON THE BRAZILIAN INTERDISCIPLINARY AIDS ASSOCIATION DOI:10.7444/fsrj.v4i1.107." Future Studies Research Journal: Trends and Strategies 4, no. 1 (June 1, 2012): 159–201. http://dx.doi.org/10.24023/futurejournal/2175-5825/2012.v4i1.107.
Full textAbstract:
In June 2008, the Brazilian Interdisciplinary AIDS Association (ABIA) and the Indian NGO SAHARA submitted a joint pre-grant opposition to the patent application of Tenofovir Disoproxil Fumarate in India. This joint action provides a pertinent case model of the potential effects of South-South cooperation between civil society groups. In this study, the aim sought to determine the practicality of the methodology and propositions developed in Resources, Knowledge and Influence: the Organizational Effects of Interorganizational Collaboration (Hardy et al., 2003) in predicting the types of collaboration effects that would result from the degree of “involvement” and “embeddedness” of a collaboration. Data collection came from archival research, participant observation research and interviews. Research tasks included an investigation on South-South Cooperation in the area of IP rights and AIDS, compiling an SLR on knowledge management and collaboration theories, creating a chronology of the collaboration and application of aforementioned methodology. Application included (1) implementation of codification methodology based on “involvement” and “embeddedness” and (2) identification of types of effects in collaboration - strategic, knowledge creation or political. During data analysis, these effects were compared with the aims of collaboration. Results were then tested against propositions (Hardy et al., 2003) of the relationship between involvement and embeddedness and the collaborative effects. Findings support three propositions: (1) Collaborations with high levels of involvement will be positively associated with the acquisition of distinctive resources, (2) Collaborations with high levels of involvement and high levels of embeddedness will be positively associated with the creation of knowledge, (3) Collaborations that are highly embedded will be positively associated with an increase of influence.
46
Impink, Stephen Michael, Andrea Prat, and Raffaella Sadun. "Measuring Collaboration in Modern Organizations." AEA Papers and Proceedings 110 (May 1, 2020): 181–86. http://dx.doi.org/10.1257/pandp.20201068.
Full textAbstract:
Internal communication has been a central theme in organizational economics, as employee collaboration provides insight into the structure of firms. Use of electronic communications data can be transformational for organizational economics, as these data provide a standardized way to measure organizational communication patterns and to determine the connection between these patterns and firm performance. We discuss the value of data that capture patterns of employee interactions, the benefits and risks associated with the use of electronic communication data (email and meetings) as empirical proxies for these collaboration patterns, and the research possibilities for studies across larger sets of firms.
47
Ekanayake, Samanthi, Paul Childerhouse, and Peter Sun. "The symbiotic existence of interorganizational and interpersonal ties in supply chain collaboration." International Journal of Logistics Management 28, no. 3 (August 14, 2017): 723–54. http://dx.doi.org/10.1108/ijlm-12-2014-0198.
Full textAbstract:
Purpose Social network perspective to interorganizational relations focuses on the effect of organizations’ external relationships in collaboration as opposed to their internal resources and capabilities. It presumes that effectively managing such relationships is vital to gaining collaborative synergies. The purpose of this paper is to contribute to the growing interest in the social network perspective to explain supply chain collaboration. Design/methodology/approach Literature from the network field is discussed in the context of interorganizational collaboration. A logistics service provider’s network is explored in depth leading to the inductive construction of a multi-level model of social network collaboration. Findings The conceptual model provides a useful lens to evaluate supply chain collaboration. The symbiotic relationship between interorganizational and interpersonal networks is highlighted as vital for effective collaboration. Research limitations/implications The conceptual model has only been developed from a single network. Wider application is required to ensure generalizability. The critical role of the personal networks of boundary spanning actors at different levels wants further investigation. Practical implications Partners’ intra-organizational structures and personal ties of boundary spanners, both at the senior and operational level, have a profound effect on supply chain operations. Originality/value Personal networks interact with organizational networks and complement each other in yielding interfirm collaborative synergies.
48
Steensma, H. Kevin. "Acquiring technological competencies through inter-organizational collaboration: An organizational learning perspective." Journal of Engineering and Technology Management 12, no. 4 (January 1996): 267–86. http://dx.doi.org/10.1016/0923-4748(95)00013-5.
Full text
49
Escher, Iwona, and Pawel Brzustewicz. "Inter-Organizational Collaboration on Projects Supporting Sustainable Development Goals: The Company Perspective." Sustainability 12, no. 12 (June 18, 2020): 4969. http://dx.doi.org/10.3390/su12124969.
Full textAbstract:
There is a significant research gap in the theory of the nature of relationships between companies and other organizations (including NGOs) when collaborating on projects to support sustainable development goals. In particular, the company perspective has not yet been analyzed in depth. This paper therefore presents these relationships from the company’s point of view, and particularly in terms of how company representatives describe the roles of each partner in the collaboration and the outcomes it generates for the company. The empirical research is theoretically grounded in the Activities–Resources–Actors (ARA) model developed by Håkansson and Snehota. The study adopted a qualitative approach and was conducted using semi-structured individual in-depth interviews in 18 companies; the companies represented different industries and were involved in different types of projects related to sustainable development goals. The paper contributes to developing the theory in various ways. It contributes to the understanding of processes related to company involvement in sustainable development. It also contributes to the theory of the essence and substance of inter-organizational relationships, and specifically the ARA framework. Moreover, it explains the specificity of such inter-organizational collaborations and identifies to what extent these relationships vary from other types of inter-organizational collaboration, especially from business-to-business relationships. The paper also contributes to the discussion on the role of personal bonds within such inter-organizational relationships. The practical implications relate to the ways in which the activities and resources of a company and its partner may be combined in projects addressing social and/or environmental problems. Therefore, the paper offers guidance to companies and their potential partners interested in undertaking joint sustainability initiatives.
50
IVANCEVICH, JOHN M., THOMAS N. DUENING, and WILLIAM LIDWELL. "Bridging the Manager–Organizational Scientist Collaboration Gap." Organizational Dynamics 34, no. 2 (January 2005): 103–17. http://dx.doi.org/10.1016/j.orgdyn.2005.03.004.
Full text