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Book part
Publication date: 1 December 2004

Melanie Schreiner and Daniel Corsten

With the advent of the resource-based and dynamic capabilities views of the firm, researchers of collaborative relationships have raised the question as to whether superior…

Abstract

With the advent of the resource-based and dynamic capabilities views of the firm, researchers of collaborative relationships have raised the question as to whether superior management of such relationships does indeed explain observed differences in collaborative performance of individual firms. While most research to-date has concentrated on antecedents and development of such management capabilities, in this chapter we propose a comprehensive construct aimed at capturing what constitutes collaborative capability. Results of an exploratory field study of vertical relationships in the software service sector suggest that collaborative capability consists of structural, cognitive, and affective dimensions. Based on our findings, we believe that the three dimensions of collaborative capability act as complements rather than substitutes, and that superior collaborative performance depends on a proper balance of the three dimensions.

Details

Complex Collaboration: Building the Capabilities for Working Across Boundaries
Type: Book
ISBN: 978-1-84950-288-7

Book part
Publication date: 1 December 2004

Abstract

Details

Complex Collaboration: Building the Capabilities for Working Across Boundaries
Type: Book
ISBN: 978-1-84950-288-7

Book part
Publication date: 1 December 2004

Abstract

Details

Complex Collaboration: Building the Capabilities for Working Across Boundaries
Type: Book
ISBN: 978-1-84950-288-7

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-7656-1306-6

Book part
Publication date: 1 December 2004

Michael M. Beyerlein, Douglas A. Johnson and Susan T. Beyerlein

Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. This work often involves projects of…

Abstract

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.

Details

Complex Collaboration: Building the Capabilities for Working Across Boundaries
Type: Book
ISBN: 978-1-84950-288-7

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