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In today′s organizational environment, the ability to manage positive relationships between organizations, as well as those within organizations, is becoming increasingly important. Based on work being carried out in Glasgow, explores some of the issues involved in achieving collaborative advantage. Focuses, in particular, on the issues which arise when collaboration is over strategy, rather than simply over particular projects. Argues that there is a fine balance to be struck between gaining the benefits of collaborating and making the situation worse. Identifies many factors important to this balance. Concludes by arguing that the notion of collaborative advantage has an important role to play in raising awareness about the nature and desirability of collaborative activity.

In 2006, IHRA received a 5‐year grant from DFID to develop a conducive policy environment for the implementation and scaling up of harm reduction activities on a global scale. An independent evaluation of the DFID programme focused primarily on IHRA's work with multilateral agencies such as those of the United Nations and civil society organisations, in particular harm reduction networks and drug users groups. This work, based largely on a human rights approach to harm reduction, included developing and disseminating evidence‐ based reports and publications, advocacy and lobbying with a wide range of national and international partners and planning the annual International Harm Reduction Conference.

Summarizes the findings of a recently completed research project on Competence in higher education at Glasgow University Business School and outlines a subsequently developing competence assessment programme.

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