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Studies of inter-organisational relationships have mainly investigated collaborations in the technical domain. There is considerably less research conducted in the field of inter-organisational collaborations in the domain of human resource management (HRM). At the same time, it is acknowledged that inter-organisational collaboration in this domain is relevant for organisations. By focusing on inter-organisational HR collaborations, this study provides insights into how these collaborations are governed, as well as how the mode of governance is explained.

The paper relies on a quantitative study among 161 Dutch companies that collaborate with each other on HR-related issues. A measure of governance of inter-organisational HR collaboration is developed and applied.

Organisations tend to apply a mixture of governance mechanisms to govern their inter-organisational HR collaborations. Hence, they apply a collaborative community type of governance to these HR collaborations. The analyses show that the level of knowledge intensity, in particular the extent to which the organisation applies organisational learning practices, explains the use of collaborative community.

First, this study focuses on an under-researched field: inter-organisational HR collaborations. Secondly, the study extends existing insights into the governance of inter-organisational relationships by analysing a novel data set.

This article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.

This paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.

Based on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.

The authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.

This paper aims to develop the understanding of how organizations can derive more value from participating in inter‐organizational learning collaborations.

The collaboration is viewed as one “level” within an extended organizational learning system and both feedback processes between levels and the dynamics within the collaboration itself are explored. Seven learning‐based inter‐organizational learning collaborations are studied using a qualitative exploratory research design. An extensive literature review is used to design the semi‐structured interviews undertaken with participants in the collaborations, as well as the convenor of each.

Multiple forms of value are evident (individual capacity building, operational value, affirmation, reputation and relationship building and learning about how to collaborate more effectively), though subject specific organizational capability building is rarely achieved. Two main factors seemed to influence this: individuals not translating the implications of the learning, and the organizations not transferring and amplify that learning. Building capability required a visible long‐term commitment by leaders to the collaboration.

Confirmatory research is needed to refine the proposed framework of actions to develop the organizational capability to derive value from participating in this kind of collaboration.

A coherent set of actions is proposed for organizations wishing to build the capability to derive more value from participating in inter‐organizational learning collaborations. Recommendations are also generated for those wishing to convene a collaboration.

The contribution is the development of the concept of the organizational capability to participate effectively in inter‐organizational learning collaborations, and the identification of a coherent set of actions required to develop this capability.

This study explores the influencing factors of smart logistics ecological chain's (SLEC's) organizational collaboration and designs a corresponding conceptual framework.

The multi-case study is applied to this paper. Specifically, this study is a combination of exploratory and explanatory case studies.

The findings are threefold. First, empowerment capability and the information-sharing level are unique factors that affect SLEC's organizational collaboration. Second, greater empowerment capability stimulates the increase of information-sharing level. Third, emerging digital technology, personalized demand and peer competition affect the degree of SLEC's organizational collaboration through an intermediary variable – empowerment capability. Specifically, the emerging digital technology application and peer competition degrees have positive effects on empowerment capability, while the demand personalization degree negatively (positively) affects empowerment capability in the short (long) term.

As an important part of supply chain performance, organizational collaboration is receiving more attention. However, in the smart economy context, no theoretical framework exists for analyzing factors that affect the organizational collaboration degree of SLEC. This study fills this gap.

The purpose of this paper is to achieve an understanding of the challenges and preconditions for inter-organizational collaborative project practices in industrial engineering projects. A framework for identifying the challenges and preconditions for inter-organizational collaboration is presented.

The adopted research method is qualitative, and empirical data were collected from the industrial engineering project sector in Finland. The literature related to industrial engineering projects and inter-organizational collaborative project management practices is summarized, informing the qualitative design of the study.

By analyzing empirical data from industrial engineering projects, the challenges for inter-organizational collaboration are identified in each industrial engineering project stage. A framework of preconditions for inter-organizational collaboration is identified, in which investors are advised to pay attention when deciding on the use of collaborative project management methods.

The findings of this study help practitioners deal effectively with mechanisms aimed at fostering and hindering inter-organizational collaborative practices. The identified preconditions for inter-organizational collaboration provide support for decision-making in every phase of an engineering project and can be used as guidelines throughout the process.

Inter-organizational collaborative project management practices have recently been attracting attention in the industrial engineering project setting. This research is an attempt to identify the underlying forces supporting and preventing inter-organizational collaboration in industrial engineering projects. This study offers a framework that can help academics and project management practitioners deal with the challenges affecting inter-organizational collaboration at each project stage and consider preconditions for inter-organizational collaboration in industrial engineering project settings.

Today's supply chains face increasing vulnerabilities; effective management of disruptions is critical to an organization's ability to weather disruptive events and remain competitive. Contingency planning is a method of risk management that promotes effective crisis management. This research tests proposed antecedents of contingency planning effectiveness in a supply chain setting.

A survey method was used to gather data from 103 participants who are involved in their respective organization's contingency planning and implementation processes. The data were analyzed using partial least squares to examine relationships between contingency planning effectiveness, inter‐organizational information technology (IT) use, cooperative attitude, and inter‐organizational collaboration.

The proposed model explains 87 percent of the variance in contingency planning effectiveness. The findings suggest that inter‐organizational collaboration, inter‐organizational IT use, and cooperative attitude directly impact contingency planning effectiveness. Inter‐organizational collaboration mediates the relationships between the other antecedents and contingency planning effectiveness.

Although effective contingency planning has been shown to influence positive outcomes, the relationship between contingency planning effectiveness and its antecedents is not well understood in extant literature. This study identifies and investigates key antecedents to contingency planning effectiveness and provides a foundation for continued investigation.

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 paper faces the problem of the decision maker who has to identify the most appropriate organisational mode for the external acquisition of a certain technology. Its objective is twofold: to explain the rationale behind the choice of a definite mode of collaboration, i.e. to understand which aspects of the specific technological collaboration are considered by companies when selecting the organisational form; and to describe the process through which the choice is actually made, i.e. to understand which is the logical path which leads to selection of a definite organisational form. A framework is proposed and then applied to a case study.

This research aims to investigate how organisational and contextual factors affect supply chain collaboration and how that, in turn, influences firms' competitive advantage in the garment industry in the context of Vietnam, a developing country.

Following a qualitative research design, in-depth interviews were conducted with senior managers who are involved in supply chain collaboration in twelve garment companies in Vietnam. The data were recorded, transcribed and analysed using NVivo 12. Based on the literature and interview findings, a research model underpinned by the relational view (RV) and institutional theories, with organisational and contextual factors being the antecedents and competitive advantage as the outcome of supply chain collaboration, was proposed.

The findings showed that organisational and contextual factors induce both internal, supplier and customer supply chain collaboration. There is also a positive relationship between supply chain collaboration and competitive advantage. Based on these findings, a strategy matrix for supply chain collaboration is also put forward.

This is one of the first empirical attempts to investigate the role of organisational and contextual factors as potential antecedents of supply chain collaboration and its effects on competitive advantage in the garment industry. The research is expected to enrich both the literature and management practices on supply chain collaboration in the context of developing countries.