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The purpose of this paper is to present a conceptual supply chain (SC) hierarchical framework to measure the effectiveness and efficiency of the collaborative SC based on the Maslow’s hierarchy of needs and supply chain integration (SCI), supply chain visibility (SCV) and information sharing (IS).

Multimethods were applied. The first part of the research was undertaken using a deductive approach with rigorous and systematic analysis of the research material and the use of a survey instrument. The data collected through the survey are analysed and presented with descriptive statistics and cross-tabulations. The second part of the research is an extension of the analysis of the first part linking with the Maslow’s hierarchy of needs to form the basis for development of the SCI hierarchy.

The levels of SCI, SCV and IS are significantly different for organisation dimensions such as size, industry type and region of operations. The SCI hierarchy based on Maslow’s hierarchy of needs provides a number of indices to measure the effectiveness of SCI, IS, SCV in a collaborative SC.

The research focusses only on manufacturing, 3PL, fast-moving consumer goods and retail industries.

The research work provides some insights for practitioners on best practices for SC collaboration and measurement of collaborative effectiveness.

The primary value of this paper is the development of standardized levels of SCI, IS and SCV and the proposed measurement of the collaborative effectiveness of the SC. It could be a proposed approach for empirically evaluating the levels of SCI, IS and SCV subject to organisational dimensions.

The purpose of this paper is to describe a quality improvement collaborative conducted in 33 Nigerian facilities to improve maternal and newborn care outcomes by increasing compliance with high‐impact, evidence‐based care standards. Intervention costs and cost‐effectiveness were examined and costs to the Niger Health Ministry (MoH) were estimated if they were to scale‐up the intervention to additional sites.

Facility‐based maternal care outcomes and costs from pre‐quality improvement collaborative baseline monitoring data in participating facilities from January to May 2006 were compared with outcomes and costs from the same facilities from June 2008 to September 2008. Cost data were collected from project accounting records. The MoH costs were determined from interviews with clinic managers and quality improvement teams. Effectiveness data were obtained from facilities' records.

The average delivery‐cost decreased from $35 before to $28 after the collaborative. The USAID/HCI project's incremental cost was $2.43/delivery. The collaborative incremental cost‐effectiveness was $147/disability‐adjusted life year averted. If the MoH spread the intervention to other facilities, substantive cost‐savings and improved health outcomes can be predicted.

The intervention achieved significant positive health benefits for a low cost. The Niger MoH can expect approximately 50 per cent return on its investment if it implements the collaborative in new facilities. The improvement collaborative approach can improve health and save health care resources.

This is one of the first studies known to examine collaborative quality improvement and economic efficiency in a developing country.

The purpose of the paper is to investigate how cross-cultural elements such as cultural difference and stereotype are integrated into collaborative modes and actions and to explore their corresponding effectiveness.

The sample of the quantitative content analysis is drawn from the posts with the topic of China on Quora. A collaborative case, where two users have a question-and-answer interaction, is taken as the unit of analysis. The effectiveness of collaboration is operationalized as the extent to which a collaboratively produced answer is visited and favorably reviewed, using the feedback index (the number of upvotes*1,000/views). One of the sampled collaborative cases is further analyzed qualitatively to see how cultural differences, stereotypes and other factors are incorporated into users' interaction.

This content analysis reveals nine modes of collaborative production of knowledge on Quora: initial questioning, pointed answering, raising doubts, responding to others, agreeing with others, correcting mistakes, enriching content, further questioning and extending issues. Diversity of the cross-cultural acts of collaborative production, particularly two of often-used collaborative actions, correcting stereotypes and supplementing cultural differences, helps to enhance overall collaborative effectiveness.

This paper offers new perspectives and ideas for strategies to change socially problematic stereotypes, e.g. to correct stereotypes where necessary and use more convincing resources such as reliable images as collaborative actions to bridge cultural differences. It also calls on social Q&A website developers to create more international users-friendly design by providing various channels for users with diverse cultural backgrounds to interact with each other.

This study is one of the first to investigate online collaborative knowledge production within a broader cross-cultural context. Specifically, cultural factors and cross-cultural collaborative actions have been innovatively integrated into this research, enriching the dimensions that can be used for collaboration classification. It is helpful for users from different countries to actively adopting different strategies to overcome cultural differences, preconceptions and other negative factors that are not conducive to communication and knowledge acquisition.

The main purpose of this research is to investigate the supply chain performance through collaborative effectiveness, from the organisations of Asia–Pacific region perspective, compared with that of global organisations based on collaborative supply chain practices.

The survey research methodology was adopted, involving the collection of survey data from 223 participants across 10 different industries and 6 geographic regions. Data included 103 organisations in the Asia–Pacific region including Australia, India, China, Malaysia, Singapore, Indonesia and Thailand.

From a collaborative effectiveness perspective, the supply chain performance of Asia–Pacific organisations is different when compared with that of global organisations. It was also found that global organisations are driven by sales performance, while Asia–Pacific organisations are focussing mainly on the cost in terms of the number of employees, and therefore productivity. The metal industry stands out to be the best performing industry from a collaborative effectiveness perspective in the Asia–Pacific region and globally.

The research findings can be used as a guide by industry practitioners to develop benchmarks for collaborative supply chain practices by industry and region of operations. This research has been limited to a few industries such as manufacturing, logistics, service and retail industries.

This research generates new knowledge on the relationship between the collaborative effectiveness and supply chain performance, from the perspectives of both Asia–Pacific and global organisations, based on a collaborative effectiveness framework. The study proposes an innovative approach of assessing supply chain performance through collaborative effectiveness from the perspectives of geographical boundaries and industry types.

This study aims to test the relationship between virtual knowledge sharing (VKS) and team effectiveness (TE) during the COVID-19 pandemic. The study also explores the moderating role of collaborative technologies.

This is a cross-sectional study conducted in the service sector of India. A purposive sample of 321 knowledge workers from National Capital Region of India was used. Questionnaires were distributed to knowledge workers working in a virtual environment. The hypotheses were tested with confirmatory factor analysis and structural equation modeling (SEM) using partial least square-SEM.

The study reveals that, amid the COVID-19 pandemic, virtual knowledge sharing (VKS) positively affects team effectiveness (TE). Furthermore, the impact of VKS on TE is contingent upon the utilization of collaborative technologies.

The study contributes to the existing literature by exploring the impact of VKS on TE during the COVID-19 pandemic and the importance of collaborative technologies in facilitating virtual team collaboration, which has practical implications for organizations seeking to enhance TE in virtual environments.

This paper aims to design a collaborative model amongst faculty and librarian to support teaching and research congruent with the Vietnamese context.

The mix-method research is used in three stages to (1) study the situation and problems of faculty-librarian collaboration by using semi-structured interviews with 29 participants, (2) survey factors influencing the collaboration from 455 samples, (3) evaluate and arrange the influence level of factors from 18 experts' perspectives.

The research results show that in order to enhance the quality and gain goals of the collaboration, it is necessary to meet three elements, in which universities must (1) meet essential conditions and factors, (2) identify collaborative objectives and activities, collaborative process/guidelines, and evaluating collaboration; and (3) clarify the participation and support of stakeholders to achieve common outcomes.

This study carried out with representatives for key informant group at four universities in Vietnam, thus, the research results could not cover all current situation of the faculty–librarian collaboration at universities.

This paper provides the detail picture of faculty–librarian collaboration practices and factors having influence this activity at Vietnamese universities. Then, the findings help administrators, faculty and librarians understand and deploy a reasonable plan in accordance with the university's features to enhance the effectiveness and success of the faculty–librarian collaboration.

The potential of the purchasing function to increase shareholder value is not well publicized and hence not widely recognized. This fact becomes self‐evident when the effect of purchasing strategies on performance is well understood. With an increasing number of organizations embracing long‐term oriented collaborative relationships, studies looking at performance implications of contemporary purchasing practices are particularly timely. Attempts to provide empirical evidence linking four purchasing strategies to two dimensions of procurement performance: effectiveness and efficiency. Results indicate that purchasing managers can enhance the effectiveness and efficiency of their purchasing efforts via cooperative negotiation with a small base of suppliers and by establishing collaborative long‐term oriented relationships with them, revealing the impressive ability of the purchasing function to enhance shareholder‐value.

This study explores collaborative technology's effectiveness in facilitating learning in a hybrid (synchronous face-to-face and asynchronous virtual) context. In particular, the study explores the critical role of students' feeling-at-ease, including its drivers and impact on their perception of the technology.

The study included a classroom intervention in which a collaborative technology, i.e. VoiceThread, was implemented in a hybrid learning context. Online surveys, which included quantitative and qualitative components, were administered at the start and end of the semester to capture student perceptions and experiences with the technology.

Students who felt more at ease assessed the collaborative technology more positively. While extraversion was marginally associated with initial feeling at ease, technology anxiety was not. When using the technology to post content, students who felt more at ease preferred using audio or video over text. Students' perception of the importance of technology in facilitating their learning was a key mediator in the relationship between feeling less at ease and future intention to use the collaborative technology.

The paper investigates the implementation of a collaborative technology in a hybrid learning context, highlighting the critical role of feeling at ease in impacting its acceptance.

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.

Oregon Graduate Institute reports a laboratory experiment that compared three different communications modalities (face‐to‐face, audio‐only, and audio and video) across two co‐operative tasks, which can be characterized as visual and non‐visual. In each task, effectiveness varied as a significant function of modality. However, the directions of these functions were opposite. That is, for the visual task conversants were more effective in the face‐to‐face and audio and video modalities than in the audio‐only modality; for the non‐visual task, conversants were more effective in the audio‐only modality than in the face‐to‐face modality. Additional analysis of the non‐visual tasks suggests that modality affects the extent to which asymmetry of knowledge results in asymmetry of influence between conversants.