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Through collective management at Cisco Systems in the United States, practitioners at all levels of management, rather than just a select few, overcame various contradictions through “strategic collaborations” across divisions within the company to respond to the challenge of new business innovation. Moreover, through skillful management of leadership at the formal organization layer, the informal organization layer, and the psychological boundary layer (the boundary layer between the two aforementioned layers), all practitioners of the company demonstrated holistic leadership, which enabled creative dialogue, cooperation, and understanding as well as rapid decision-making and action. Strategic collaboration based on holistic leadership enables outstanding ideas to be readily incorporated into the organization and to be examined and acted on by a single team. This chapter discusses processes whereby collective management based on Cisco System’s holistic leadership changed staff behavior and the corporate culture to achieve business innovation.

In this research, collaboration attributes related to the firm's intrinsic and extrinsic facets at pertinent levels (i.e. enterprise, strategic, operational, and tactical levels) for construction equipment OEMs (original equipment manufacturers) operating in India have been quantified and modeled.

For modeling the intra-firm collaboration at respective organizational levels, relevant attributes have been populated employing literature review followed by subsequent validation from pertinent focus groups. The focus groups comprising professionals working in the construction and mining equipment industry in India aided us in estimating the extent of interdependencies and influences within/amongst collaboration attributes. The collaboration attributes and respective interdependencies/influences are modeled employing the concept of graph theory wherein the individual attributes are represented using vertices and influences/interdependencies are represented using edges. The collaboration indices resulting from the variable permanent matrix have been derived as well.

Scenario and subsequent sensitivity analysis are performed. This research discusses the significance and aspects related to various collaborative attributes and the interrelations amongst them. Further, the research also evolves quantitative measures of collaboration indices at enterprise, strategic, tactical and operational levels by employing a graph-theoretic approach (GTA). The authors have also extricated and discussed a number of meaningful implications from both the perspectives of interorganizational relationships (IORs) and the normative theory of organizations using a cross-case analysis of five firms having operations in India.

The research would aid organizations (particularly those belonging to the construction equipment sector) measure the efficacy of collaboration in respective value-chains at strategic, tactical and operational levels. From the theoretical perspective, the integration of the IORs and normative theory of organizations enables looking at the intra-firm collaboration problem from a multi-dimensional standpoint involving activities, performance measures, action initiation, communication, shades of top management, level of activity, etc.

Collaboration is significant but difficult for the development of youth organizations, this research aims to explore whether the online collaboration process is suitable for youth organizations' collaboration and improve their effectiveness and efficiency.

This research has applied a design approach using the collaboration engineering method, to design an online collaboration process for youth organizations to improve their effectiveness and efficiency. Using a self-developed group support systems (GSS) tool, the authors have tested the new collaboration process through an experiment among four youth organizations and conducted a survey afterwards.

The new process improves the collaboration effectiveness and efficiency. The research also identifies the detailed relationships among influencing factors in the online collaboration process.

There is little research in the context of computer mediated youth organization collaboration. This research designs an online collaboration process for the effective and efficient collaboration of youth organizations and has it tested among representative youth organizations, providing practical instructions for digital youth organization collaboration in the context of global pandemic.

Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions.

A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact.

The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions.

The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.

The purpose of this paper is to study how different types of trust develop and change over time in the collaboration between an organization and its board.

This paper is a response to a recent call to apply the concept of trust in understanding the collaboration between a public organization, its board, and other stakeholders. Here, the authors study a single case, and based on a longitudinal in-depth case study method covering the period of 2003–2015, the authors have conducted 27 interviews, including the CEO and all the board members.

The authors introduce and advance the concept of trust in the public sector literature on board work. This paper shows that trust is complex and multidimensional at different units of analysis. The types of trust discussed in this paper are cognitive, affective, contractual, competence, and goodwill. Different types of trust are developed to make the collaboration between a governed organization and its board to work.

Because this paper uses the case study method and only studies one single case, the findings of this paper might be questioned on the issue of generalization.

The authors conceptualize and adopt trust as a multidimensional, dynamic concept, and with different units of analyses, capture the nature of the collaboration between a public organization and its board, and its complexity.

With multiple-related organizations, worldwide infections, deep economic recession and public disorder, and large consumption amount of anti-epidemic resources, the coronavirus disease 2019 (COVID-19) has been defined as a public health emergency of international concern (PHEIC). Nowadays, Wuhan has recovered from the pandemic disaster and reentered normalization. The purposes of this study are to (1) summarize organization collaboration patterns, successful experience and latent defects under across-stage evolution of Wuhan's cooperation governance mode against the pandemic, and on the basis, (2) reveal how the COVID-19 development trends and organizations' collaborative behaviors affected each other.

Detailed content analysis of online news reports covering COVID-19 prevention and control measures on the website of Wuhan Municipal Government was adopted to identify organizations and their mutual collaborative interrelationships. Four complex network (CN) models of organization collaboration representing the outbreak, preliminary control, recession and normalization stages, respectively, were established then. Time-span-based dynamic parameter analyses of the proposed networks, comprising network cohesiveness analysis and node centrality analysis, were undertaken to indicate changes of global and local characteristics in networks.

First, the definite collaborative status of Wuhan Headquarters for Pandemic Prevention and Control (WHPPC) has persisted throughout the period. Medical institutions and some other administrations were the most crucial participants collaborating with the WHPPC. Construction-industry organizations altered pandemic development trends twice to make the situation controllable. Media, large-scale enterprises, etc. set about underscoring themselves contributions since the third stage. Grassroots cadres and healthcare force, small and medium-sized enterprises (SMEs), financial institutions, etc. were essential collaborated objects. Second, four evolution mechanisms of organization collaboration responding to the COVID-19 in Wuhan has been proposed.

First, universality of Wuhan-style governance experience may be affected. Second, the stage-dividing process may not be the most appropriate. Then, data source was single and link characteristics were not considered when modeling.

This study may offer beneficial action guidelines to governmental agencies, the society force, media, construction-industry organizations and the market in other countries or regions suffering from COVID-19. Other organizations involved could also learn from the concluded organizations' contributions and four evolution mechanisms to find improvement directions.

This study adds to the current theoretical knowledge body by verifying the feasibility and effectiveness of investigating cooperation governance in public emergencies from the perspectives of analyzing the across-stage organization collaboration CNs.

Third sector organizations regularly innovate through collaboration with other organizations in order to secure resources and to increase the potential to more effectively meet each collaborator's mission. Following a review of relevant literature, the purpose of this paper is to explore and document the variety of ways that third sector organizations collaborate with other nonprofit organizations.

The paper reviews the literature regarding motivations to collaborate, barriers to collaboration, and ways to ensure that collaboration is successful. Drawing on exemplary cases of collaboration that applied for a national (USA) prize, the paper describes the range of collaborations that third sector organizations used to enhance their performance and productivity.

The analysis culminates in eight models: the fully integrated merger, partially integrated merger, joint program office, joint partnership with affiliated programming, joint partnership for issue advocacy, joint partnership with a new formal organization, joint administrative operations, and confederation.

All cases are drawn from one country in one part of the world, the USA; some models will have less veracity in other countries or contexts, and the nonprofit sectors of other countries will likely generate additional kinds of models not anticipated by the USA cases. Second, the eight models generated by the method are the result of debate, deliberation, and iterative process carried out by two coders. Other coders employing the same analytic process might generate more or fewer models.

Once nonprofit boards, staff, and other advocates understand the potential that can come with collaboration, blurring boundaries and giving up autonomy might not seem so intimidating. The practical value of our work is in reporting the wide array of options available to nonprofits – models that staff and board can use to plot their way forward.

The value of our work to research is identification of the assortment of ways that nonprofits collaborate. Future research may consider how any of the issues discussed in the literature – trust, co-opetition, resource dependence, network connectedness – vary or are conditioned by differences across these models of collaboration.

The paper documents collaboration as a viable strategy for the enhancement of performance and productivity among third sector organizations in the USA. For each model described, the paper discusses the circumstances in which they might be used, as well as the challenges and advantages associated with implementation.

The purpose of this paper is to explore the sales and marketing interface and to identify some of the elements that may influence collaboration between sales and marketing and provide a framework demonstrating how these elements may interrelate.

This paper explores the sales and marketing relationship through qualitative research using one‐to‐one, tripartite interviews with senior executives and sales and marketing managers of three, UK‐based business‐to‐business organizations.

The paper indicates that there are two types of factor that affect collaboration between sales and marketing. Those that are out of the control of sales and marketing staff – management attitudes to coordination, interdepartmental culture and structure and orientation, and four that are internal to the interface – inter‐functional conflict, communications, market intelligence and learning. The paper also identifies that senior managers play a critical role in influencing this interface.

Improving collaboration in the sales and marketing interface should be a focus for senior managers. The paper is limited by the number of cases.

The factors identified may be used by organizations to improve collaboration between sales and marketing.

The identification of factors that may improve collaboration between sales and marketing, and provide a conceptual framework for further study. The paper increases the understanding of the sales and marketing interface by identifying two additional factors that may influence the interface – learning and market intelligence, and demonstrates how the various factors may interrelate to create improved collaboration.

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.

The purpose of this paper is to examine how research teams serve as building blocks for collaboration at a field level, and how these building blocks are assembled by a network of interacting organizations. The field setting is a medical sciences consortium in Australia established to encourage collaborative and entrepreneurial research among government, industry, research centers and university units. This consortium is examined as a case study. The analysis demonstrates how collaboration evolved at three interacting levels: research team, organization and interorganizational field.

The main findings are: (1) Intellectual property (IP) acts as the key orienting agent in this field to align the behavior of various stakeholders and leverage collaborative and entrepreneurial activity. (2) Tensions between the different ways that the commercial and public sector actors value IP serve to structure the interfaces among the consortium, the member organizations and the research teams. (3) The consortium is a key infrastructural element in the creation of collaborative capital in the Australian biotechnology field studied. The main contribution of the study is to highlight the nature of collaborative capital at a field level and begin to explore its implications.