Umfang:
1 online resource (287 pages)
Ausgabe:
1st ed.
ISBN:
9780415339193
,
9780203010167
Inhalt:
Collaboration between organizations on different continents can raise many diverse issues. In this notable text, the authors combine rigorous theory with practical examples to create a useful, practical, one-stop resource to address these issues
Anmerkung:
Cover -- Managing to Collaborate: The theory and practice of collaborative advantage -- Copyright -- Contents -- Preface -- Acknowledgements -- Part 1 Introduction to the theory and practice of collaborative advantage -- Chapter 1 Collaborative advantage: What? Why? How? and Why not? -- WHAT? -- WHY? -- HOW? -- WHY NOT? -- Chapter 2 Cases of collaboration -- THE ALLIANCE FOR SOCIAL INCLUSION -- THE AIRLINE ALLIANCE -- THE AUTOMOTIVE INTERNATIONAL JOINT VENTURE -- THE CHILDCARE COMMUNITY INITIATIVE -- THE ENGINEERING INDUSTRY SUPPLY CHAIN OUTSOURCING PARTNERSHIP -- THE ENVIRONMENTAL CAPACITY BUILDING PROGRAMME -- THE HEALTH CARE CO-OPERATIVE -- THE HEALTH PROMOTION PARTNERSHIP -- THE ONE-STOP SHOP FOR SPECIAL EDUCATION AND SERVICES -- THE PHARMACEUTICAL CO-MARKETING ALLIANCE -- THE PROPERTY DEVELOPMENT ALLIANCE -- THE SMALL BUSINESS NETWORK -- Chapter 3 The principles of the theory of collaborative advantage -- PRACTISING COLLABORATION UNDERSTANDING: USING DESCRIPTIVE THEORY -- PRACTISING COLLABORATION UNDERSTANDING: FROM DESCRIPTION TO PRESCRIPTION -- THEORY STRUCTURE -- THEORY PURPOSE -- WHAT OF THE TEN TIPS? -- Chapter 4 Action researching collaboration -- DOING RESEARCH USING ACTION RESEARCH: SOME PRINCIPLES -- CASE STUDY: RESEARCHING LEADERSHIP IN COLLABORATION -- VARIATIONS ON A THEME -- MOVING ON -- Part II Themes in collaboration practice -- Chapter 5 Grappling with advantage and inertia -- PERSPECTIVE 1: WE MUST HAVE COMMON AIMS BUT WE CANNOT AGREE ON THEM -- PERSPECTIVE 2: SHARING POWER IS IMPORTANT BUT PEOPLE BEHAVE AS IF IT'S ALL IN THE PURSE STRINGS -- PERSPECTIVE 3: TRUST IS NECESSARY FOR SUCCESSFUL COLLABORATION BUT WE ARE SUSPICIOUS OF EACH OTHER -- PERSPECTIVE 4: WE ARE PARTNERSHIP-FATIGUED AND TIRED OF BEING PULLED IN ALL DIRECTIONS -- PERSPECTIVE 5: EVERYTHING KEEPS CHANGING
,
ENGAGING WITH THE MÊLÉE IN PRACTICE -- Chapter 12 The meaning of leadership -- LEADERSHIP MEDIA -- LEADERSHIP ACTIVITIES -- MANAGING LEADERSHIP MEDIA -- Chapter 13 Doing leadership -- PERSPECTIVE 1: LEADERSHIP ACTIVITIES FROM THE SPIRIT OF COLLABORATION . . . -- PERSPECTIVE 2: LEADERSHIP ACTIVITIES . . . TOWARDS COLLABORATIVE THUGGERY -- THE ESSENCE OF LEADERSHIP ENACTMENT FOR COLLABORATIVE ADVANTAGE -- MANAGING LEADERSHIP ACTIVITIES -- Part III Collaboration in practice -- Chapter 14 Using the theory: Managing tensions in collaboration practice -- METHODOLOGY: DISCURSIVE DEVELOPMENT OF TENSIONS -- TENSION EXAMPLES -- EMERGING THEORETICAL ISSUES -- CONCLUDING COMMENTS: FROM CONFLATION IN EPISTEMOLOGY TO PRACTICE-ORIENTED THEORY -- MANAGING TENSIONS IN PRACTICE -- Chapter 15 Managing to collaborate - and getting a buzz from it -- REVIEWING THE THREADS -- REVIEWING THE THEMES -- GETTING HANDS DIRTY AND GETTING THE BUZZ -- Bibliography -- Index
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PERSPECTIVE 6: LEADERSHIP IS NOT ALWAYS IN THE HANDS OF MEMBERS -- PERSPECTIVE 7: LEADERSHIP ACTIVITIES CONTINUALLY MEET WITH DILEMMAS AND DIFFICULTIES -- REALIZING COLLABORATIVE ADVANTAGE -- DON'T WORK COLLABORATIVELY UNLESS YOU HAVE TO -- Chapter 6 Managing aims -- AN ENTANGLEMENT OF AIMS, COLLABORATIVE, ORGANIZATIONAL AND INDIVIDUAL -- THE EXTERNAL DIMENSION: OUTSIDERS' AIMS -- HOW GENUINE ARE THEY? -- A CONFUSION OF ROUTES TO AIM ACHIEVEMENT -- HOW AIMS AS WELL AS WHAT AIMS: DISTINGUISHING PROCESS AND SUBSTANCE -- HOW EXPLICIT ARE THEY? -- DISENTANGLING CONCEPTUALLY -- A BLURRING OF AIMS -- COMBINATIONS, IMPOSSIBILITIES AND MULTIPLE PERSPECTIVES -- METAMORPHOSIS: AIMS CHANGING, EMERGING, DEVELOPING -- AIMS IN COLLABORATION: A TANGLED WEB -- ON RELEVANCE AND VALUE -- DISENTANGLING IN PRACTICE: FROM CATEGORIZATION TO A FRAMEWORK FOR MANAGING AIMS -- Chapter 7 Negotiating purpose -- SETTING THE SCENE: THE PHENOMENON OF NEGOTIATING PURPOSE -- CHARACTERIZING EPISODES IN NEGOTIATING JOINT PURPOSE -- WIDER IMPLICATIONS FOR COLLABORATIONS -- USING THE EPISODES FRAMEWORK -- MANAGING AIMS IN PRACTICE -- Chapter 8 Membership structures and dynamics -- AMBIGUITY AND COMPLEXITY IN COLLABORATIVE STRUCTURES -- THE DYNAMICS OF COLLABORATION -- IMPLICATIONS -- UNDERSTANDING STRUCTURAL COMPLEXITY IN PRACTICE -- Chapter 9 Coping with trust -- THE CYCLICAL ASPECT OF TRUST BUILDING -- TRUST IN THE PRACTICE OF COLLABORATION -- THE CYCLICAL TRUST BUILDING PROCESS IN PRACTICE -- Chapter 10 Using power -- IN COLLABORATION, WHAT IS POWER FOR? -- POWER AT THE MACRO LEVEL: SOURCES AND DYNAMICS -- POWER AT THE MICRO LEVEL: POINTS OF POWER -- POWER INTERFACES OUTSIDE IN AND INSIDE OUT -- USING POWER IN PRACTICE -- Chapter 11 Issues of identity -- THE IDENTITY FORMATION MÊLÉE: CYCLES, COMPONENTS AND COMPLEXITIES -- COMPONENTS OF IDENTITIES -- COMPLEXITIES IN THE CYCLES
Weitere Ausg.:
Print version Huxham, Chris Managing to Collaborate Oxford : Taylor & Francis Group,c2005 ISBN 9780415339193
Sprache:
Englisch
Schlagwort(e):
Electronic books
URL:
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