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The purpose of this paper is to present an empirically based discussion of how cooperation between higher education institutions and work organisations (WOs) can increase graduate learning experiences and employability.

Data are based on an electronic and mail-based graduate survey among Norwegian master’s degree graduates six months after graduation. 2,232 master degree graduates responded to the survey, giving a 54 per cent response rate. All subject fields were represented.

77 per cent of the graduates have some forms of interactions with WOs during their studies. The level and mode of participation differ, however, very much, and the benefits of participating differ by mode of interaction. Project-based interaction is positively and significantly associated with completing studies on time. Further, graduates who have participated in either project-based interactions or practice periods have better labour market situation after graduation than their peers. The results hold also when controlling of subject field differences and students’ abilities.

The study indicates that it is important to look at a wide range of interaction activities and look at the benefits from these activities both in terms of effects on the quality of the learning experience, as well as benefits realised in the transition to work. The data on learning benefits of interaction with WO during higher education are, however, limited, and further studies are needed on this issue in particular.

The study indicates that only certain forms of interactions between students and WOs have benefits for students; namely the ones that involve a certain degree of time and commitment. Programme officers in higher education should target more committed interaction forms, because the added value is significantly higher for the students.

The study contributes new knowledge about the external networks of higher education institutions, by looking at the role of students in such networks and by measuring the benefits by using a representative sample of students.

The purpose of this paper is to examine the process of innovation management in the eighteenth century in the context of the search for precision time keeping in the watch making industry. In particular it looks at how knowledge was managed and transferred among interested stakeholders in the process.

The paper reviews the published horological literature on the subject and considers it within modern theories relating to the management of innovation.

This paper illustrates that personal contact and collaboration is important to the development of innovation. The paper highlights the importance of networking in the process of innovation and collaboration as a means to share and develop ideas. Collaboration with organisations working in adjacent technologies was found to be present and competition promoted by the incentive of financial reward was found to be a motivator factor for moving innovation forward.

This paper will be helpful to academics who study innovation history as well as current innovation management practices.

According to the United Nations High Commissioner for Refugees, the world is experiencing the greatest refugee crisis in recorded history alongside increasingly restrictive limits on asylum seekers and refugees. In 2020, the US administration established a ceiling for refugees of 18,000 people, the lowest number on record, and only 11,814 refugees were admitted to the United States. The Biden administration has expressed commitments to building a coherent asylum and refugee system and quickly reversing recent detrimental policies. But the administration has cautioned how quickly change might occur, given how “agencies and processes…have been so gutted.”¹

2016 to 2020 included an overwhelming series of changes to laws and policies affecting asylum seekers, often with little documented planning or communication, wreaking severe effects on conditions for asylum seekers at the US–Mexico border. These changes had significant consequences for human rights, most notably the linchpin right of access to information. At the US–Mexico border, must the right “to seek, receive and impart information” be fulfilled in order to fulfill the right to asylum?

While information professionals are not expected to be experts in law, they are experts in understanding the link between access to information and the realization of justice and human rights. This chapter investigates the role of the information professional in the fulfillment of the right to asylum, particularly in the context of contemporary asylum seekers at the US–Mexico border, volatile information landscapes, and the legal and historical framework in the United States for seeking asylum.

This chapter discusses the personal and organizational risk factors of collaboration and shows the necessity of creating organizational cultures that support collaborative action. Building collaborative capital is presented as a transformative process requiring a shift in individual and collective beliefs and assumptions and new patterns of action and supporting structures that encourage communicative competence and risk taking. Collaboration is viewed through a relational lens, incorporating hermeneutic concepts. A process is offered that begins a cultural change by strengthening communicative relationships among senior leaders. A city government and public utility in a major city in the United States provide examples of actions taken by senior leaders committed to the endeavor of creating cultures of collaboration.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Ask leaders what their organizations need more of to thrive, and many will identify collaboration. Yet many collaborative efforts fail. A focus on the inner workings of teams, to the exclusion of the ecosystem in which teams work, has masked the importance of a collaborative context. We undertook a single case study of an exemplar firm with the intent of offering a nuanced illustration of the collaborative workplace. We illustrate how three contextual factors related to work, relationships, and behaviors shift the setting from a place where collaboration is hard to do, to one that embodies collaboration as a widespread competence.

Collaboration between creative professionals (artists and designers) and companies has become more prominent. In so-called “crossovers,” indicated with the acronym CoCreaCO (collaboration of creative professionals with companies) when they concern specific crossover of creative professionals with companies, societal and organizational challenges such as becoming more innovative are addressed through multidisciplinary collaboration that increasingly embraces and exploits the distinctive way of thinking and working of artists and designers. Over the past years, several scholars focused their research on the effect of artistic interventions or arts-based initiatives (ABIs) and design thinking in organizations. Hardly any research has been done on the conditions (organizational and individual factors) that are conducive to ABIs in organizations, such as trust and common ground. The central question for this study is which conditions foster successful collaboration between creative professionals and organizations in crossovers. For this study, the conditions for collaboration between creative professionals and four Dutch organizations were studied by interviewing ten creative professionals, project managers and employees who worked together, following which a survey of 60 questions was filled in by 41 Dutch respondents. This study shows that despite the differences between the disciplines of creative professionals and employees for this type of crossover, both disciplines requested quite similar conditions for collaboration. Both creative professionals and employees should realize and encourage trust and common ground by focusing on an open process and outcome, a shared creative process started with a shared problem. Experience with this type of collaboration, art disciplines, the role and qualities of the artist (individual factors) as well as the organization's sector seem to influence neither expectations of collaboration nor the intention to engage in this type of cooperation in the future.

Both ten employees (project managers) and creative professional(s) with whom the organization cooperated were interviewed (four case studies, semistructured interviews). Thereafter, 41 respondents have been filled in a survey.

Successful cooperation can be explained by six concepts of determinants, which are briefing, qualities of creative professionals, organizational qualities, organization factors and common ground. More particular, creative professionals' independency and their ability to render observations and to reflect of these and organization's role by informing employees and organizing a clear work process need to be addressed before or during collaboration.

past years, many scholars focused their research on the effects of artistic interventions or ABIs and design thinking in organizations. There is hardly any research on the conditions that are conductive to artistic interventions in organizations such as trust and common ground.

This study investigates the role of collaborative spaces as organizational support for internal innovation through cross-functional teams and for open innovation with external stakeholders. In particular, the study focuses on collaborative spaces as tools for multiplex (i.e., simultaneous internal and external boundary management in innovation projects).

The authors conducted a qualitative study in a multi-divisional organization that set up in its headquarters a collaborative space for collaborative product development. Data were collected through semi-structured interviews and participant observations.

Findings highlight that the relation between expectations and experiences about the collaborative space impact on employees' ability to perform boundary work inside and outside the organization. In addition to the collaborative space's affording role for expectations about hands-on collaborative innovation (space as laboratory), the study also highlights a set of collaboration constraints. These latter are generated by perceived boundary configurations (i.e. degree of boundary permeability and infrastructure in internal and external collaborations) and by discrepancies between expectations (space as laboratory) and actual collaboration experiences in the space (i.e. space as maze, cloister, showcase and silo). We show that space-generated constraints slow down internal and external boundary work for innovation and generate a trade-off between them.

Using the process-based perspective of boundary work, the paper connects studies on cross-functional teaming and open innovation through the concept of “multiplex boundary work.” It also contributes to the literature on boundary work by showing the challenges of using collaborative spaces as organizational support tools for multiplex boundary spanning.

This paper aims to explore key collaboration technology affordances from virtual collaboration and remote work during the time of COVID-19. The purpose of this exploration is to improve the understanding of technology-supported collaboration in order to achieve individual and organizational success with the adoption, use and implementation of virtual collaboration in a pandemic and post-pandemic world.

Qualitative data is collected from 55 graduate students during a time of work transition due to COVID-19. This paper distills key collaboration technology affordances identified from participant feedback.

This paper identifies topics of virtual collaboration success as well as challenges related to organizational transitions during COVID-19. The findings from this work relate to four collaboration technology affordances including: (1) flexibility and productivity, (2) social connectedness and organizational culture, (3) technology support and (4) management and leadership. Additionally, this research provides insight into the complexities of virtual collaboration in these areas while also making recommendations for the post-pandemic future.

This research makes a contribution through the analysis of a unique set of data elaborating on participant experiences during a global pandemic as well as through the exploration of future implications.

Global collaboration, or the ability to collaborate with people different from ourselves or even across species, becomes increasingly important in our interconnected world to engage constructively with and across difference. As we face more complex challenges, both locally and globally, the need for the creativity and innovation made possible by diverse perspectives is only amplified. Through five stories from our work as consultants and practitioners helping organizations to collaborate, we explore the role of global leadership in collaboration during times of crisis in various sectors. We began by asking ourselves a series of questions about global collaboration that could also serve as future research directions for scholars. We argue that new forms of leadership are required in the global context where both tasks and relationship domains are characterized by high complexity. We conclude by providing insights and recommendations for global leaders to address those complexities through collaboration and help their organizations learn from their experiences in crises and beyond.