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Book part
Publication date: 21 May 2010

Koen H. Heimeriks and Melanie Schreiner

Building on the complementarity nature of extant dyadic and portfolio level alliance research, this paper discusses the role of alliance capability and relational quality…

Abstract

Building on the complementarity nature of extant dyadic and portfolio level alliance research, this paper discusses the role of alliance capability and relational quality as antecedents of alliance performance. Although prior research focused extensively on the influence of dyadic issues on alliance performance, more recent studies focus on firm-level capabilities to manage sets of alliances. We specify an integrated framework that merges these two previously separated streams of research and discuss how firm-level alliance capabilities affect dyadic level relational quality. The framework suggests that relational quality mediates between both alliance capability and alliance performance and provides a detailed discussion on how firm-level mechanisms improve the quality of dyadic relationships. We also discuss implications and options for future research.

Details

Enhancing Competences for Competitive Advantage
Type: Book
ISBN: 978-1-84855-877-9

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…

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

Content available
Book part
Publication date: 21 May 2010

Abstract

Details

Enhancing Competences for Competitive Advantage
Type: Book
ISBN: 978-1-84855-877-9

Book part
Publication date: 21 May 2010

Ron Sanchez and Aimé Heene

This volume of Advances in Applied Business Strategy (AABS) presents a collection of studies exploring different ways in which an organization's competences can be…

Abstract

This volume of Advances in Applied Business Strategy (AABS) presents a collection of studies exploring different ways in which an organization's competences can be enhanced to create competitive advantage that is enduring or intendedly transitional.

Details

Enhancing Competences for Competitive Advantage
Type: Book
ISBN: 978-1-84855-877-9

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…

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

Book part
Publication date: 8 January 2021

Aimée deChambeau, Ian McCullough, Melanie McGurr and Mike Monaco

This chapter discusses hurdles posed to a medium-sized public university library in the Midwest when they were asked by their Dean to create a faculty workload worksheet…

Abstract

This chapter discusses hurdles posed to a medium-sized public university library in the Midwest when they were asked by their Dean to create a faculty workload worksheet, rationale, and ultimately a set of guidelines. Faculty in other departments compute their loads using formulas based on course loads. How many hours they spend in the classroom, and how many hours they spend preparing for that time in the classroom are factored into the course loads expected for a full teaching load, with release granted in course load equivalents for research and/or service. Because librarian work does not typically involve teaching credit-bearing courses, a major challenge to constructing guidelines is equating library work with course loads. Calculating faculty workload for librarians commensurate with other faculty on campus is often complicated. To all of these challenges add the unique issues that are faced by the technical services (TS) librarian. TS work supports instruction and research but may involve little classroom contact with students, so it has even less resemblance to classroom instruction than other librarian work has. TS librarians spend their time in a wide variety of tasks. Exactly how to formulate this time in accordance with the rules for other departmental faculty is a challenge. The specific situation at this university added more complications as there was also a campus-wide mandate to ensure all workload policies are consistent and equitable.

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