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Collaboration facilitates competitive advantages. That’s the reason why every leader should be concerned with whether his or her part of the organization embraces collaboration or not. Collaboration in itself is an instrumental value, and it should be pursued as part of an organization’s enterprise-wide strategy, especially in merged organizations. Unfortunately, the natural inclination in merged organizations is for the merged entities to continue the past practice of independent, autonomous operations. When merged, the separate entities of the new organization naturally resist integration. The leader must infuse collaboration to enable knowledge sharing and the integration and employment of the new organization’s capabilities. The following discussion presents a roadmap to collaboration focused on the leader’s employment of seven critical practices.

Concept Paper

Scholarly study points to collaboration as an instrumental value. If it must become a value in the organization, then leaders must use seven practices as part of an enterprise-wide strategy and carefully follow the implementation of the seven practices until collaboration becomes a value and the natural instinct of the organization.

Leaders struggle with how to bring collaboration into an environment where inertial forces impede it. The following discussion presents a roadmap to infuse collaboration and grow an appreciation for it because this process will facilitate the development and implementation of goals, objectives and action plans for the organization. Seven practices are discussed and integrated into an operational design-like method just like the one commanders use to achieve victories in military campaign planning and execution.

This study empirically aims to examine the collaboration between social enterprises (SEs) and impact investors (IIs), which are organisations with similar interests but with distinct logics, and in high demand in emerging economies with complex problems. Despite the significant economic contributions of these organisations, there have been limited studies examining how they collaborate in different contexts, including theoretical insights explaining how they gain partner fit from resource synergy.

Mainstream businesses use the compatibility and complementarity concepts to examine buyer–supplier strategic alliances. Using similar concepts in the context of hybrid organisations, the authors interviewed six pairs of SEs and IIs with dyadic relations in Nigeria, aiming to deeply understand how they align dissimilar logics in pursuing common goals in emerging economies.

The authors’ findings revealed how compatibility criteria from the institutional logics perspective and complementarity from social exchange theory guide collaboration between SEs and IIs in an emerging economy. Using these theories provides new insights that distinguish SEs and IIs collaboration from conventional theories on the internationalisation of businesses, which remained insufficient for understanding the cross-border operations of SEs.

The study holds practical implications for organisations, regardless of their size, international investors, governments, organisations and individuals desiring to pursue sustainable business agendas in emerging economies with huge impact opportunities and the process involved.

The outcomes of this study extend knowledge of the theoretical lens examining collaborative entrepreneurship from the perspective of hybrid organisations. It also challenged existing knowledge on collaboration between SEs and IIs, often characterised by potential tensions due to the dissimilarity of institutional logics of actors.

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.

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.

As social media technologies permeate public life, the current forms of collaboration between government and non-government stakeholders are changing. The purpose of this paper is to investigate how social media use reconfigures the organizing practices around such collaboration. A case study of a collaborative e-government project showcases how emergent organizing practices through external social media differ from existing ones along the dimensions of time, task, team and transition.

This paper presents a case study of a collaborative e-government project on open data, organized by Shanghai Municipality, local businesses, universities and non-governmental organizations, using an external social media platform, WeChat. Adopting the theoretical lens of temporary organization, the paper identifies the key aspects of change emerged in the organizing practices of this collaboration.

The findings outline how the use of external social media reconfigures the collaboration between government and non-government stakeholders along the four dimensions of time, task, team and transition. The new form of collaboration is reconfigured along the lines of (1) an ad hoc and non-linear management of time; (2) discursive task creation, assignment and engagement among stakeholders; (3) a serendipitous engagement of team members based on expertise; and (4) a shift in formal and informal organizing practices.

This paper provides insights on the use of external social media for collaboration in e-government research and develops the concept of temporary organization in a sociomaterial setting. It also provides practical suggestions on how to manage new forms of public projects leveraging on the capacity of external social media.

Collaboration between creative professionals (artists and designers) and companies has become more prominent. In so-called “crossovers,” indicated with the acronym CoCreaCO (collaboration of creative professionals with companies) when they concern specific crossover of creative professionals with companies, societal and organizational challenges such as becoming more innovative are addressed through multidisciplinary collaboration that increasingly embraces and exploits the distinctive way of thinking and working of artists and designers. Over the past years, several scholars focused their research on the effect of artistic interventions or arts-based initiatives (ABIs) and design thinking in organizations. Hardly any research has been done on the conditions (organizational and individual factors) that are conducive to ABIs in organizations, such as trust and common ground. The central question for this study is which conditions foster successful collaboration between creative professionals and organizations in crossovers. For this study, the conditions for collaboration between creative professionals and four Dutch organizations were studied by interviewing ten creative professionals, project managers and employees who worked together, following which a survey of 60 questions was filled in by 41 Dutch respondents. This study shows that despite the differences between the disciplines of creative professionals and employees for this type of crossover, both disciplines requested quite similar conditions for collaboration. Both creative professionals and employees should realize and encourage trust and common ground by focusing on an open process and outcome, a shared creative process started with a shared problem. Experience with this type of collaboration, art disciplines, the role and qualities of the artist (individual factors) as well as the organization's sector seem to influence neither expectations of collaboration nor the intention to engage in this type of cooperation in the future.

Both ten employees (project managers) and creative professional(s) with whom the organization cooperated were interviewed (four case studies, semistructured interviews). Thereafter, 41 respondents have been filled in a survey.

Successful cooperation can be explained by six concepts of determinants, which are briefing, qualities of creative professionals, organizational qualities, organization factors and common ground. More particular, creative professionals' independency and their ability to render observations and to reflect of these and organization's role by informing employees and organizing a clear work process need to be addressed before or during collaboration.

past years, many scholars focused their research on the effects of artistic interventions or ABIs and design thinking in organizations. There is hardly any research on the conditions that are conductive to artistic interventions in organizations such as trust and common ground.

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.

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

This chapter examines the case studies in this volume with a focus on concepts and methods used in the study of multi-organization networks and partnerships, motivations to join in multi-party collaboration, how multi-organization collaborations organized and managed, what kinds of value are created by collaborations, and the role of leadership therein.

A comparative look at four vertical networks (in health care and education); two “issue” networks/partnerships (sustainable seafood and water use); and the roles of government in collaboration in horizontal, vertical, and issue-based arrangements.

The chapter describes “lessons” learned about building both sustainability and collaborative capabilities in and across partnering organizations and about improving partnership structures, processes, and results.

The chapter sums and synthesizes the volume’s contributions.