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Managing to Collaborate : The Theory and Practice of Collaborative Advantage - Chris Huxham

Managing to Collaborate

The Theory and Practice of Collaborative Advantage

Paperback

Published: 10th November 2004
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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.

Prefacep. xi
Acknowledgementsp. xiii
Introduction to the Theory and Practice of Collaborative Advantagep. 1
Collaborative advantage: What? Why? How? and Why Not?p. 3
What?p. 3
Why?p. 7
How?p. 10
Why not?p. 13
Cases of collaborationp. 14
The alliance for social inclusionp. 15
The airline alliancep. 16
The automotive international joint venturep. 17
The Childcare community initiativep. 19
The engineering industry supply chain outsourcing partnershipp. 19
The environmental capacity building programmep. 20
The health care co-operativep. 21
The health promotion partnershipp. 22
The one-stop shop for special education and servicesp. 24
The pharmaceutical co-marketing alliancep. 26
The property development alliancep. 28
The small business networkp. 28
The principles of the theory of collaborative advantagep. 30
Practising collaboration understanding: using descriptive theoryp. 34
Practising collaboration understanding: from description to prescriptionp. 35
Theory structurep. 36
Theory purposep. 38
What of the ten tips?p. 41
Action researching collaborationp. 43
Doing research using action research: some principlesp. 44
Case study: researching leadership in collaborationp. 45
Variations on a themep. 54
Moving onp. 55
Themes in Collaboration Practicep. 57
Grappling with advantage and inertiap. 59
We must have common aims but we cannot agree on themp. 61
Sharing power is important but people behave as it it's all in the purse stringsp. 64
Trust is necessary for successful collaboration but we are suspicious of each otherp. 66
We are partnership-fatigued and tired of being pulled in all directionsp. 69
Everything keeps changingp. 72
Leadership is not always in the hands of membersp. 75
Leadership activities continually meet with dilemmas and difficultiesp. 78
Realizing collaborative advantagep. 79
Don't work collaboratively unless you have top. 80
Managing aimsp. 82
An entanglement of aims, collaborative, organizational and individualp. 83
The external dimension: outsiders' aimsp. 86
How genuine are they?p. 88
A confusion of routes to aim achievementp. 88
How aims as well as what aims: distinguishing process and substancep. 89
How explicit are they?p. 91
Disentangling conceptuallyp. 92
A blurring of aimsp. 92
Combinations, impossibilities and multiple perspectivesp. 93
Metamorphosis: aims changing, emerging, developingp. 96
Aims in collaboration: a tangled webp. 97
On relevance and valuep. 99
Disentangling in practice: from categorization to a framework for managing aimsp. 103
Negotiating purposep. 107
Setting the scene: the phenomenon of negotiating purposep. 108
Characterizing episodes in negotiating joint purposep. 110
Wider implications for collaborationsp. 117
Using the episodes frameworkp. 121
Managing aims in practicep. 123
Membership structures and dynamicsp. 125
Ambiguity and complexity in collaborative structuresp. 127
The dynamics of collaborationp. 140
Implicationsp. 146
Understanding structural complexity in practicep. 148
Coping with trustp. 153
The cyclical aspect of trust buildingp. 154
Trust in the practice of collaborationp. 156
The cyclical trust building process in practicep. 159
Using powerp. 173
In collaboration, what is power for?p. 175
Power at the macro level: sources and dynamicsp. 177
Power at the micro level: points of powerp. 179
Power interfaces outside in and inside outp. 184
Using power in practicep. 185
Issues of identityp. 187
The identity formation melee: cycles, components and complexitiesp. 189
Components of identitiesp. 194
Complexities in the cyclesp. 197
Engaging with the melee in practicep. 200
The Meaning of leadershipp. 202
Leadership mediap. 203
Leadership activitiesp. 208
Managing leadership mediap. 211
Doing Leadershipp. 213
Leadership activities from the spirit of collaboration ...p. 214
Leadership activities ... towards collaborative thuggeryp. 222
The essence of leadership enactment for collaborative advantagep. 227
Managing leadership activitiesp. 228
Collaboration in Practicep. 231
Using the theory: managing tensions in collaboration practicep. 233
Methodology: discursive development of tensionsp. 235
Tension examplesp. 237
Emerging theoretical issuesp. 242
Concluding comments: from conflation in epistemology to practice-oriented theoryp. 246
Managing tensions in practicep. 249
Managing to collaborate - and getting a buzz from itp. 251
Reviewing the threadsp. 252
Reviewing the themesp. 254
Getting hands dirty and getting the buzzp. 256
Bibliographyp. 258
Indexp. 268
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780415339209
ISBN-10: 0415339200
Audience: Tertiary; University or College
Format: Paperback
Language: English
Number Of Pages: 288
Published: 10th November 2004
Publisher: Taylor & Francis Ltd
Country of Publication: GB
Dimensions (cm): 23.5 x 15.9  x 1.4
Weight (kg): 0.42
Edition Number: 1