TY  - CHAP
AB  - Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. This work often involves projects of large scope and long duration. The knowledge of a variety of disciplines may be involved. Such projects may cross organizational, national, and/or cultural boundaries. The problem of managing such situations includes ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages, and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes.
VL  - 10
SN  - 978-1-84950-288-7, 978-0-76231-132-3/1572-0977
DO  - 10.1016/S1572-0977(04)10013-7
UR  - https://doi.org/10.1016/S1572-0977(04)10013-7
AU  - Beyerlein Michael M.
AU  - Johnson Douglas A.
AU  - Beyerlein Susan T.
ED  - Michael Beyerlein
ED  - Douglas Johnson
ED  - Susan Beyerlein
PY  - 2004
Y1  - 2004/01/01
TI  - INTRODUCTION
T2  - Complex Collaboration: Building the Capabilities for Working Across Boundaries
T3  - Advances in Interdisciplinary Studies of Work Teams
PB  - Emerald Group Publishing Limited
SP  - XIII
EP  - XVIII
Y2  - 2024/04/25
ER  -