Managing to collaborate : the theory and practice of collaborative advantage / Chris Huxham and Siv Vangen.

Förbättrade beskrivningar från Syndetics:

Collaboration between organizations on different continents can raise issues of economic development, health, the environment, risk sharing, supply chain efficiency and human resource management. It is an activity that can touch upon almost every aspect of business and social life. In this notable text, the authors combine rigorous theory with practical examples to create a useful, practical, one-stop resource covering topics such as:

the principles of the theory of collaborative advantage managing aims membership structures and dynamics issues of identity using the theory.

The key features of the book include rich theory, drawn directly from practice, explained in simple language, and a coherently developed understanding of the challenges of collaboration, based on careful research. This significant text will be an invaluable reference for all students, academics and managers studying or working in collaboration.

Innehållsförteckning levererad av Syndetics

• Preface (p. xi)
• Acknowledgements (p. xiii)
• Part I Introduction to the Theory and Practice of Collaborative Advantage (p. 1)
• 1 Collaborative advantage: What? Why? How? and Why Not? (p. 3)
• What? (p. 3)
• Why? (p. 7)
• How? (p. 10)
• Why not? (p. 13)
• 2 Cases of collaboration (p. 14)
• The alliance for social inclusion (p. 15)
• The airline alliance (p. 16)
• The automotive international joint venture (p. 17)
• The Childcare community initiative (p. 19)
• The engineering industry supply chain outsourcing partnership (p. 19)
• The environmental capacity building programme (p. 20)
• The health care co-operative (p. 21)
• The health promotion partnership (p. 22)
• The one-stop shop for special education and services (p. 24)
• The pharmaceutical co-marketing alliance (p. 26)
• The property development alliance (p. 28)
• The small business network (p. 28)
• 3 The principles of the theory of collaborative advantage (p. 30)
• Practising collaboration understanding: using descriptive theory (p. 34)
• Practising collaboration understanding: from description to prescription (p. 35)
• Theory structure (p. 36)
• Theory purpose (p. 38)
• What of the ten tips? (p. 41)
• 4 Action researching collaboration (p. 43)
• Doing research using action research: some principles (p. 44)
• Case study: researching leadership in collaboration (p. 45)
• Variations on a theme (p. 54)
• Moving on (p. 55)
• Part II Themes in Collaboration Practice (p. 57)
• 5 Grappling with advantage and inertia (p. 59)
• Perspective 1 We must have common aims but we cannot agree on them (p. 61)
• Perspective 2 Sharing power is important but people behave as it it's all in the purse strings (p. 64)
• Perspective 3 Trust is necessary for successful collaboration but we are suspicious of each other (p. 66)
• Perspective 4 We are partnership-fatigued and tired of being pulled in all directions (p. 69)
• Perspective 5 Everything keeps changing (p. 72)
• Perspective 6 Leadership is not always in the hands of members (p. 75)
• Perspective 7 Leadership activities continually meet with dilemmas and difficulties (p. 78)
• Realizing collaborative advantage (p. 79)
• Don't work collaboratively unless you have to (p. 80)
• 6 Managing aims (p. 82)
• An entanglement of aims, collaborative, organizational and individual (p. 83)
• The external dimension: outsiders' aims (p. 86)
• How genuine are they? (p. 88)
• A confusion of routes to aim achievement (p. 88)
• How aims as well as what aims: distinguishing process and substance (p. 89)
• How explicit are they? (p. 91)
• Disentangling conceptually (p. 92)
• A blurring of aims (p. 92)
• Combinations, impossibilities and multiple perspectives (p. 93)
• Metamorphosis: aims changing, emerging, developing (p. 96)
• Aims in collaboration: a tangled web (p. 97)
• On relevance and value (p. 99)
• Disentangling in practice: from categorization to a framework for managing aims (p. 103)
• 7 Negotiating purpose (p. 107)
• Setting the scene: the phenomenon of negotiating purpose (p. 108)
• Characterizing episodes in negotiating joint purpose (p. 110)
• Wider implications for collaborations (p. 117)
• Using the episodes framework (p. 121)
• Managing aims in practice (p. 123)
• 8 Membership structures and dynamics (p. 125)
• Ambiguity and complexity in collaborative structures (p. 127)
• The dynamics of collaboration (p. 140)
• Implications (p. 146)
• Understanding structural complexity in practice (p. 148)
• 9 Coping with trust (p. 153)
• The cyclical aspect of trust building (p. 154)
• Trust in the practice of collaboration (p. 156)
• The cyclical trust building process in practice (p. 159)
• 10 Using power (p. 173)
• In collaboration, what is power for? (p. 175)
• Power at the macro level: sources and dynamics (p. 177)
• Power at the micro level: points of power (p. 179)
• Power interfaces outside in and inside out (p. 184)
• Using power in practice (p. 185)
• 11 Issues of identity (p. 187)
• The identity formation melee: cycles, components and complexities (p. 189)
• Components of identities (p. 194)
• Complexities in the cycles (p. 197)
• Engaging with the melee in practice (p. 200)
• 12 The Meaning of leadership (p. 202)
• Leadership media (p. 203)
• Leadership activities (p. 208)
• Managing leadership media (p. 211)
• 13 Doing Leadership (p. 213)
• Perspective 1 Leadership activities from the spirit of collaboration ... (p. 214)
• Perspective 2 Leadership activities ... towards collaborative thuggery (p. 222)
• The essence of leadership enactment for collaborative advantage (p. 227)
• Managing leadership activities (p. 228)
• Part III Collaboration in Practice (p. 231)
• 14 Using the theory: managing tensions in collaboration practice (p. 233)
• Methodology: discursive development of tensions (p. 235)
• Tension examples (p. 237)
• Emerging theoretical issues (p. 242)
• Concluding comments: from conflation in epistemology to practice-oriented theory (p. 246)
• Managing tensions in practice (p. 249)
• 15 Managing to collaborate - and getting a buzz from it (p. 251)
• Reviewing the threads (p. 252)
• Reviewing the themes (p. 254)
• Getting hands dirty and getting the buzz (p. 256)
• Bibliography (p. 258)
• Index (p. 268)