Search results

This paper aims to explore key collaboration technology affordances from virtual collaboration and remote work during the time of COVID-19. The purpose of this exploration is to improve the understanding of technology-supported collaboration in order to achieve individual and organizational success with the adoption, use and implementation of virtual collaboration in a pandemic and post-pandemic world.

Qualitative data is collected from 55 graduate students during a time of work transition due to COVID-19. This paper distills key collaboration technology affordances identified from participant feedback.

This paper identifies topics of virtual collaboration success as well as challenges related to organizational transitions during COVID-19. The findings from this work relate to four collaboration technology affordances including: (1) flexibility and productivity, (2) social connectedness and organizational culture, (3) technology support and (4) management and leadership. Additionally, this research provides insight into the complexities of virtual collaboration in these areas while also making recommendations for the post-pandemic future.

This research makes a contribution through the analysis of a unique set of data elaborating on participant experiences during a global pandemic as well as through the exploration of future implications.

Research on the impact of oneʼs self-perception of voice on their willingness to take part in organizations collaboration has recently been empirically demonstrated. However, in the context of larger, global organizations, research has yet to determine the importance of voice and collaboration. Moreover, the failure to account for influences such as globalization warrants revisiting theoretical explanations of voice and collaboration. This manuscript proposes a new model merging cultural theory and the work on voice and collaboration to describe how global organizations seek to develop a structure and attract personnel that will collaborate to make decisions towards the organizationʼs preferred outcome and ensuing behaviors.

The purpose of this article is to introduce a framework for internet supported inter‐organizational product development, which enables companies to efficiently configure their development processes according to their needs.

Three ideal types of partner integration are identified and specific design guidelines for each type are proposed. Current approaches for product development collaboration are analysed. Based on their shortcomings the main approach of this paper evolves. Additionally the main results of interviews with experts are used to develop and introduce a framework which has been tested partially in the shipbuilding industry.

The paper identifies three types of partner integration and proposes specific design guidelines.

The framework introduced in this paper provides guidance for future research in the area of product development collaboration.

The framework further supports managers in designing efficient and effective inter‐organizational product development collaboration by choosing the appropriate level of partner integration.

The paper presents a practical and usable framework for internet supported inter‐organizational product development collaboration. The main focus is on designing the partnership interaction.

This paper aims to examine whether balancing exploration and exploitation rather than emphasizing one over the other leads to better performance. This study also examines the effects of different kinds of external collaboration on a firm’s performance in relation to the firm’s current innovative direction that shows firms’ internal weighting of exploration or exploitation.

Data on Korean manufacturing firms collected from the Korean Innovation Survey were used to test the hypotheses. This study suggested the concept of innovative direction (θ) to examine current innovation capabilities about how much the firms focused on exploration or exploitation. The directionality of exploration or exploitation has not been reflected in previous measures of ambidexterity. Factor analysis and hierarchical regression were used to test hypotheses.

The findings suggest that balancing exploration and exploitation is beneficial for a firm’s performance, and explorative collaboration is more beneficial for firms internally emphasizing exploitation. However, it showed that for exploration-oriented firms, exploitative collaboration does not supplement exploitative activities.

Inter-organizational collaboration helps to develop ambidexterity that leads to better performance. Because inter-organizational collaboration involves substantial costs and is time-consuming, selecting and maintaining partners has to be conducted carefully. Based on the currently pursuing innovative directions, firms can make more appropriate decision for finding external cooperative partners with much of efficiency. When firms find collaborative partners, it is the first thing to look inside themselves.

Previous studies mainly focused on the selection and balance of the partnership between exploration and exploitation without considering the role of an internal innovative strategy firms are currently pursuing. Identifying firms’ current states and finding partners that can supplement any deficiencies provides the most efficient option for the ambidextrous organization. Consideration of inter-organizational collaborations based on the analysis of internal conditions will be fruitful for the study of ambidexterity.

This paper aims to systematically review the extant research on social psychological aspects of civil-military inter-organizational collaboration, particularly in a total defense context.

A systematic scoping studies review was performed. Peer-reviewed articles were searched in PsycInfo and Sociological Abstracts. Inclusion criteria were met by 25 articles.

Four higher-order categories with underpinning categories were derived in the analysis. They were modeled as follows: antecedent conditions affect, informal processes and practical efforts, which, in turn, affect inter-organizational trust and collaboration. These higher-order categories are all influenced by formal organizational aspects and the society in which they are found.

The existing literature covering the chosen study focus is limited. Further studies are needed and the presented model can serve as a road map.

A series of questions derived from the categories of the model is presented. The questions are included as a tool for practical reflection for collaborating actors in common education, training or exercise settings or in after-action reviews.

The focus on social psychological aspects of civil-military inter-organizational collaboration, particularly in a total defense context, is new. The suggested relationship between superior themes adds knowledge to a research field dominated by sociological and political science approaches.

Societies depend on interconnected infrastructures that are becoming more complex over the years. Multi-disciplinary knowledge and skills are essential to develop modern infrastructures, requiring close collaboration of various infrastructure owners. To effectively manage and improve inter-organizational collaboration (IOC) in infrastructure construction projects, collaboration status should be assessed continually. This study identifies the assessment criteria, forming the foundation of a tool for assessing the status of IOC in interconnected infrastructure projects.

A systematic literature study and in-depth semi-structured interviews with practitioners in interconnected infrastructure construction projects in the Netherlands are performed to identify the criteria for assessing the status of IOC in infrastructure construction projects, based on which an assessment tool is developed.

The identified assessment criteria through the literature and the practitioner’s perspectives results in the designing and development of a collaboration assessment tool. The assessment tool consists of 12 criteria and 36 sub-criteria from three different categories of collaborative capacity: individual, relational, and organizational.

The assessment tool enables practitioners to monitor the status of IOC between infrastructure owners and assists them in making informed decisions to enhance collaboration. The assessment tool provides the opportunity to assess and analyze the status of collaboration based on three categories (i.e., individual, relational, and organizational).

The purpose of this paper is to overlook influential factors associated with the collaboration itself, and to explore the effect of these factors on inter-organizational relationship.

This paper analyses two different technology projects requiring inter-organization collaboration for implementing medicine traceability: end-to-end verification system and e-pedigree. Based on a survey where 72 pharmaceutical organizations exposed their perceptions about each technological project, collaboration factors are identified.

This paper shows that pharmaceutical organizations in this study perceived differently the cost and benefits from traceability project. Organizations involved experience neither organizational nor technological proximity, impacting negatively collaboration in the inter-organizational project.

To strengthen collaboration, organization from different levels should consider how close they are each other, and this is at the geographic, organizational and technological level. Geographic proximity is defined as physical closeness, organizational proximity can be understood as the degree to which organizations are similar in interests and structure, and technological proximity concerns the similarity between the systems used to mediate communication and store information.

This paper presents empirical evidence on inter-organizational collaboration for industrial projects (i.e. implementing medicine traceability systems). It demonstrates proximity is a significant factor in producing inter-organizational collaboration success. Indeed, organizations experiencing proximity have a better knowledge of actors involved in the inter-organization project.

While inter-organizational collaboration concerns processes of organizing between firms, it is always initiated and enacted by individual people who perceive a need for collaboration. This chapter takes the perspective of these actors and their efforts to seek collaboration as they pursue an agenda for change. Collaboration processes are thus conceptualized as path creation and internal strategizing. The chapter focuses specifically on how actors sell the need for collaboration internally and how they draw on their external network to promote change. It illustrates this process of issue selling and collaboration with six case studies in the area of new product development, new forms of network governance, and network-wide change of business practices. Comparing these more or less successful trajectories highlights the relevance of the relational context in issue selling, the role of intentionality within emerging processes, and interplay between external collaboration and internal strategizing.

This study aims to explore recent public sector trends, inter-organizational and cross-sector collaborations, and analyzes these in terms of implications for participative development of information systems (IS). These trends are understood as being part of emerging forms of e-government. Initial suggestions for how to develop IS in the new contexts are provided.

Three cases involving the trends described above, taking place in the Swedish emergency response system, are studied and used as basis for identified participative IS development challenges and suggested adaptation needs. Data collection involves semi-structured interviews, focus groups and future workshops.

The identified challenges concern balancing ideological versus practical needs, lack of resources, lack of know-how and design techniques and tool challenges. Some practical implications for participative IS development include more extensive focus on stakeholder and legal analysis, need for interdisciplinary design teams, merging of task and needs analysis for yet-undefined user tasks and using on-line alternatives for interacting with users.

The study is exploratory where the three cases are in different, but at the same time interrelated, collaboration contexts. The identified implications and challenges provide proposals that in future research can be applied, formalized and integrated when developing practically feasible participative IS development approaches.

It is argued that the results point toward a current emerging form of e-government initiatives directed toward certain demarcated groups of citizens actually carrying out certain tasks for their co-citizens and society rather than the broad masses, having far-reaching practical implications and complicating the issue of IS development.

The purpose of this paper is to examine the impact of cloud computing (CC) use on collaboration and its ultimate impact on the agility of humanitarian supply chains. Further, this paper aims to analyze the moderating role of inter-organizational trust in the relationship between CC use and collaboration.

This paper provides an empirical assessment of CC use based on an interview analysis of 19 individuals from humanitarian organizations. A survey questionnaire is later used with 107 participants from US relief organizations. Partial least squares test is used to examine the relationships depicted in the conceptual model.

The results provide an account of how CC is used in a humanitarian context. Further, the results indicate that CC use has a positive and significant impact on collaboration between humanitarian organizations and their suppliers. Collaboration is found to be significantly positively associated with agility in humanitarian organizations.

No study, to the best of the authors’ knowledge, has empirically assessed the impact of CC use on humanitarian supply chain collaboration. This will be the first study to empirically analyze the relationships between CC use, inter-organizational trust, collaboration and agility in a humanitarian context.

This study provides a theoretically and empirically validated model depicting the relationships between CC use, collaboration, agility and inter-organizational trust in humanitarian supply chains. Humanitarian organizations can use these findings to optimize agility.

This study contributes to supply chain management research, particularly humanitarian supply chain management knowledge, by empirically examining the usefulness of CC use on collaboration and agility in the supply chain.