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Despite the growing interest in IJVs and their governance, systematic research is limited on the board of directors and their roles in international joint ventures in emerging markets. In this study, we draw from corporate governance research that suggests that the levels of control and collaboration by boards are influenced by organizational complexity. While joint ventures possess several similarities compared to unitary firms, they also have unique sources of complexity given the fact that two or more international partners collaborate within JVs under an incomplete contract. Based on a sample of 114 IJVs, we argue and show four separate conditions that influence the functions that boards undertake as well as how control and collaboration as two separate functions are interrelated. Our findings address calls for research to open the black box of what boards actually do as well as to bring corporate governance theory to new organizational forms such as joint ventures.

This book chapter uses structuration theory and aims to study cross-sectoral collaborations for co-creating public value and their implications in terms of the role and the relationships of the public sector with the private and third sector.

Our research is exploratory and our main research question is: What are the modalities of structuration of cross-sectoral collaborations for co-creating public value? Our analysis is based on a multiple case study analyses conducted in the region of Trentino – South Tyrol (Italy), and it draws on primary and secondary data collected through six extensive semi-structured interviews and documentary analysis on about fifty organizations participating in six cross-sectoral collaborations. We found that the co-creation of public value led public organizations to structure cross-sectoral collaborations involving private and third-sector organizations, but preexistent structures of signification, domination, and legitimation hampered the public sector as a whole to fully democratically meta-govern the modalities of structuration.

The chapter provides insights for practice by highlighting the elements of structuration theory as a useful framework of analysis for decision-making of public managers involved in cross-sectoral collaborations. Research implications deal with using structuration theory and critical approaches at a macrolevel (e.g., the role of the public sector as a whole) within public management studies.

This chapter aims to shed light on some aspects of instructional collaboration with the purpose of providing further understanding of how teachers collaborate and what hinders their collaboration in Saudi inclusive and mainstream schools. Instructional collaboration among teachers in Saudi educational settings has not been thoroughly reviewed, nor has it been adequately considered as an essential component in assuring the implementation of inclusive education. The voice of two special education teachers and two college professors are presented and discussed in order to explain and clarify aspects of instructional collaboration. The last part of the chapter delineates proposed changes that may motivate teachers and aid them in developing a clear understanding of how to practice instructional collaboration in inclusive and mainstream settings, namely, provision of professional development for special and general education teachers, endorsement of legislation and regulations to promote instructional collaboration, and development of teacher education programs.

Successful National Security Special Events (NSSE) have several critical components that will ensure success; one key component is collaboration among various and distinctive organizations. During the 2002 Winter Olympics in Salt Lake City, Utah, 11,000 public safety officers came together from federal, state, and local agencies and successfully protected the games. In subsequent years following the 9/11 terror attacks and the Olympic Games, however, law enforcement and public safety agencies at every level have, at times, struggled to successfully implement collaborations on a continuing and consistent basis.

Creating collaborations that endure throughout a national security event is an important issue for public safety organizations. What are the key factors that foster an environment in which collaborations can be sustained? Based on research and numerous interviews with law enforcement and public safety leaders involved in the 2002 Winter Olympics, several factors were identified that impact the effectiveness and endurance of collaborations. The enablers for effective collaborations before, during, and after the 2002 Winter Olympics included leadership, trust, social capital, and felt need.

This study explores the yet understudied productive aspects of uncertainty in the organization of creative collaboration and scrutinizes the practices that allow participants to fruitfully use it as a resource for the creation of novelty. In contrast to former conceptualizations of uncertainty as a quantity to be reduced through organizing, we apply a qualitative heuristic where uncertainty may shift different dimensions regarding participation (who?), procedure (how?) and content (what?). Based on eight creativity biographies in two creative fields, music production and pharmaceutical development, encompassing 36 semi-structured qualitative interviews, we identify embracing, ignoring, and fixing uncertainty as three distinct, yet interrelated practices to engage with uncertainty and thereby enable the emergence of valuable novelty in interaction. We further discover that the participants shift these practices between the different dimensions of uncertainty during the process of creative collaboration. Moreover, we argue that these shifts are necessary to maintain creativity in collaborative processes. Thereupon, we contribute insights to the so far enigmatic notion of organizing for collaborative creativity.

The construction sector must accept new ways of working if it is to remain competitive and meet the demands of its ever-demanding clients in the twenty-first century. Many people believe that collaborative working is required for design and construction teams to comprehend the complete construction process life cycle. Collaboration among project participants has gained a lot of attention in the field of construction management in recent years. The claim that cooperation promotes project success is supported by a number of case studies. The goal of this study is to see if facilitating collaboration is a good indicator of long-term construction. Effective cooperation, on the other hand, is now recognised as having an impact on project performance in terms of project success and delivery.

The purpose of this chapter is to develop the idea of enhancing collaboration within a public context. It does so by exploring the challenge of working with others across organisational boundaries, when addressing complex issues. It discusses research findings from a Scotland based public service study concerned with collaborative practice and presents an empirical analysis of what it means to work in a relational way. The existing literature is reviewed alongside the study findings, connecting with contemporary theories and debates in the fields of collaboration, leadership and public administration.

The empirical work detailed in this chapter drew from collective and relational leadership theories which influenced the study design and methodological approach. The data collection method took the form of semi-structured interviews and data were analysed using thematic analysis supported by data mapping exercises. Data were obtained through interviews of 20 participants from multiple public service roles and organisations who were involved in similar activities linked to collaboration.

This chapter promotes an approach where disrupting traditional collaborative practice offers new insights in terms of (1) understanding the group process and (2) recognising what processual and behavioural adjustments can be made to enrich collaborative work. This approach was found to offer a number of benefits linked to building trust, promoting meaningful dialogue and altered the conversations that people chose to have.

The reconceptualisation of collaboration specifically illustrates what it means to ‘work in a more relational way’ and how it is understood by those attempting to build collaborative capacity, sustain public services and improve outcomes for citizens and communities. As such, it is this focus on relationships that is considered innovative and important to creating the open collaborative culture required for addressing complex issues and working across organisational boundaries.

This study aims to understand the extent to which scholarly networks are connected both in person and through information and communication technologies, and in particular, how distance, disciplines, and motivations for participating in these networks interplay with the clusters they form. The focal point for our analysis is the Graphics, Animation and New Media Network of Centres of Excellence (GRAND NCE), a Canadian scholarly network in which scholars collaborate across disciplinary, institutional, and geographical boundaries in one or multiple projects with the aid of information and communication technologies. To understand the complexity in such networks, we first identified scholars’ clusters within the work, want-to-meet, and help networks of GRAND and examined the correlation between these clusters as well as with disciplines and geographic locations. We then identified three types of motivation that drove scholars to join GRAND: practical issues, novelty-exploration, and networking. Our findings indicate that (1) scholars’ interests in the networking opportunities provided by GRAND may not easily translate into actual interactions. Although scholars express interests in boundary-spanning collaborations, these mostly occur within the same discipline and geographic area. (2) Some motivations are reflected in the structural characteristics of the clusters we identify, while others are irrelevant to the establishment of collaborative ties. We argue that institutional intervention may be used to enhance geographically dispersed, multidisciplinary collaboration.

Different strategies for expanding access to education of children with special needs (CSNs) are being implemented in the Philippines. With the existing definitions, policies, and programs for the country's inclusive education, collaboration between stakeholders will serve as a vital component in achieving a more inclusive environment. Specifically, the journey of CSNs toward full inclusion will depend on the available professional services, easy access to these services, and the mechanisms to address conflicts that may arise in accessing these services. This chapter provides a critical reflection on the impact of existing policies, culture, and practices on the collaborations of professionals and other stakeholders of inclusive education. Additionally, a model of collaboration is proposed in this chapter based on the stakeholders' experiences, accomplishments, issues, and challenges in providing inclusive education to CSNs including the future perspectives on ensuring a more inclusive environment.

Firms are increasingly organizing cross-regional R&D collaborations among different units. Such collaborations should promote knowledge flows across distance and bring new knowledge to the local communities. However, the nature of cross-regional collaborations varies widely depending on the organizations within which they are organized. Compared with collaborations within small firms, collaborations in large firms tend to be routinized, which reduces the need for interpersonal interactions and increases the dependence on organizational structure. As a result, additional spillover from cross-regional collaboration is likely to be lower if the collaboration is within large firms. We extend this argument to the regional level and hypothesize that regions with a higher level of cross-regional collaborations tend to generate more valuable technologies, but when large firms dominate the formation of such collaborations, the marginal benefits of cross-regional collaboration are significantly reduced. Using a data set from the pharmaceutical industry between 1975 and 2001, we find support for our hypotheses. We conduct a series of robustness tests to check the consistency of our results.