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Sensemaking is an integral element of human cognition. It is the activity whereby we find answers to questions that arise from experience. It is at the core of collaborative management research as researchers and practitioners work together to build a shared understanding of organizational phenomena and take action based on that understanding, thereby generating actionable knowledge. However, mutual understanding is a complex process which requires a great deal of effort by both researchers and practitioners. While research has described in great detail the consequences of collaborative research endeavors, the challenge of creating a shared sensemaking conducive to these results has been left partially explored. The chapter examines the nature of sensemaking in collaborative management research. A comprehensive framework is proposed and then utilized to examine a collaborative management research effort carried out with an Italian social cooperative.

Knowledge has become the basis of enhancing the core competitiveness of enterprises in this era of knowledge-driven economies. Collaborative knowledge management not only realizes the real-time exchange and communication of knowledge among different enterprises, but also facilitates the collaboration and integration of knowledge. Collaborative knowledge management has been successfully applied to different fields. To address the poor ecological responsibility of enterprises, the purpose of this paper is to introduce the concept of collaborative knowledge management in this research to determine if the evolution of the decision-making process in collaborative knowledge management is involved in corporate ecological responsibility (CER).

This research established an evolutionary game model of collaborative knowledge management for CER. The behavioral, evolutionary law and stable behavioral, evolutionary strategy of the participants was identified according to the replicator dynamics equation. Simulation analysis was conducted using MATLAB software.

Research results demonstrated that, first, the strategic selection of firms is influenced by cost and interest coefficients. Second, the strategy, selection of enterprises, is related to the common benefits of enterprise cooperation. Third, during the systematic evolution and stabilization of strategies, enterprises adopt the same knowledge strategies.

On the basis of the research findings, policy suggestions were proposed to encourage enterprises to implement collaborative knowledge management strategies in ecological responsibility.

The aim of the study was to examine the role of collaborative approaches (productive collaboration, collaborative innovation and collaborative risk management) in disaster risk situations. Thus, the study focused on the effect of productive collaboration and collaborative innovation on collaborative risk management, and the effect of collaborative risk management and collaborative innovation on adaptability.

Data were collected from nongovernmental organizations (NGOs). The Covariance Based Structural Equation Modeling software was used to obtain results on the influence of productive collaboration and collaborative innovation on collaborative risk management, the influence of collaborative innovation on adaptability and the influence of collaborative risk management on adaptability.

Findings indicated that both productive collaboration and collaborative innovation influence collaborative risk management, and both collaborative innovation and collaborative risk management influence adaptability.

The study mainly focused on the NGOs eliminating the government, beneficiaries and other actors that may be involved in disaster risk situations. The research has implications to decision makers in government, NGOs and other actors concerned with disaster risk management.

Countries worldwide are focusing on collaborative innovation and productive collaboration in addition to collaborative risk management to respond to epidemics and natural disasters. Despite the relevance of the collaborative initiatives, empirical research explaining the relevance of the variables to adaptability of actors during epidemics or natural disasters is still lacking.

This paper aims to investigate the role of knowledge management in collaborative innovation and identifies the knowledge management approaches for supporting collaborative innovation community capacity building (CICCB) in organizations. The importance of collaborative innovation in developing organizational competitiveness is increasingly being recognized in both theory and practice worldwide. Collaborative innovation, however, is still under-explored from the trans-disciplinary perspective of knowledge management and community capacity building.

A comprehensive review of the related literature in collaborative innovation and knowledge management is conducted. Three demands for CICCB, including trust building for enhancing the effectiveness, sustainability building for improving the efficiency and extensibility building for developing the competitiveness in organizations, are identified, which paves the way for the development of a holistic approach to effective CICCB.

Three roles of knowledge management in supporting CICCB are identified, including the reformation of knowledge management for convergence in collaboration, the remediation of knowledge activities for synergy in communication and the reconfiguration of knowledge artifacts for the integration of knowledge management activities in connectivity. A holistic approach is proposed for effective CICCB in organizations, including the multi-dimensional convergence for trust building in collaboration, the multi-directional synergy for sustainability building in communication and the multi-layer integration for extensibility building in connectivity.

Insights about how organizations can better support CICCB through effective knowledge management for improving their competitiveness are provided based on the identification of the demand for CICCB and the role of knowledge management in collaborative innovation. The development of a holistic approach to effective CICCB can help organizations better utilize their limited resources for developing their competitiveness in today’s dynamic environment.

This paper is the first step of a comprehensive study on the role of knowledge management in supporting CICCB in organizations in today’s dynamic environment. It provides a solid foundation for the investigation of the models, approaches and mechanisms for effective CICCB through knowledge management in organizations.

Collaborative-based national cybersecurity incident management benefits from the huge size of incident information, large-scale information security devices and aggregation of security skills. However, no existing collaborative approach has been able to cater for multiple regulators, divergent incident views and incident reputation trust issues that national cybersecurity incident management presents. This paper aims to propose a collaborative approach to handle these issues cost-effectively.

A collaborative-based national cybersecurity incident management architecture based on ITU-T X.1056 security incident management framework is proposed. It is composed of the cooperative regulatory unit with cooperative and third-party management strategies and an execution unit, with incident handling and response strategies. Novel collaborative incident prioritization and mitigation planning models that are fit for incident handling in national cybersecurity incident management are proposed.

Use case depicting how the collaborative-based national cybersecurity incident management would function within a typical information and communication technology ecosystem is illustrated. The proposed collaborative approach is evaluated based on the performances of an experimental cyber-incident management system against two multistage attack scenarios. The results show that the proposed approach is more reliable compared to the existing ones based on descriptive statistics.

The approach produces better incident impact scores and rankings than standard tools. The approach reduces the total response costs by 8.33% and false positive rate by 97.20% for the first attack scenario, while it reduces the total response costs by 26.67% and false positive rate by 78.83% for the second attack scenario.

This study investigates how organizations in Brazil address sustainability concerns through collaborative governance efforts with strategic stakeholders. Organizations from New Zealand were considered as benchmarks for comparison.

This study is based on a qualitative exploratory research, supported by semistructured interviews. Ten organizations are interviewed, five from each country. Thematic analysis is used to analyze the interview data. Central management practices adopted by organizations are presented, and the goals, benefits, and limitations associated with collaborative initiatives are investigated.

The findings reveal that organizations in Brazil and in New Zealand are employing similar management and sustainability practices. Companies in both countries observe that collaborative efforts with strategic stakeholders improve their ability to meet market demands and jointly develop innovative solutions toward sustainability goals while exchanging knowledge and enhancing their operational effectiveness. Organizations perceive a number of tangible and nontangible value creation outcomes from sustainability practices, such as brand and reputational gains, improved supply chain management, and risk management attainments. The results also present limitations, such as internal limitations of organizations concerning how their executives and general staff incorporate sustainability issues into their organizations’ strategic planning and operational decisions.

Market pressures toward greener and more responsible operations equally affected organizations in both countries, without differentiation in operation between an emerging country such as Brazil and a developed country such as New Zealand. Directions for future research are presented. These are based on how organizations measure sustainability outcomes of management practices and collaborative alliances, and how organizations map upcoming market demands and opportunities to deliver more value to society as the sustainable development debate continues to evolve.

The purpose of this paper is to provide a holistic paradigmatic lens through which the supply chain collaboration phenomena – including collaborative inventory management – can be understood and explained.

As theory‐building research, the paper explores the environmental conditions and managerial processes that promote or hinder supply chain collaboration from a variety of theoretical lenses including contingency theory, the resource‐based view of the firm, the relational view of the firm, force field analysis, constituency based theory, social dilemma theory, and resource‐advantage theory.

To demonstrate how an integrated theoretical framework can help us understand the dynamics of supply chain collaboration, the paper uses the framework to explicate the evolution and state of collaborative inventory management.

The framework can accurately depict and explain highly publicized collaborative failures and successes. It is also possible to draw from the model's core propositions to design prescriptive remedies for the challenges managers encounter as they seek to build collaborative inventory management capabilities.

Supply chain collaboration is a complex and dynamic phenomenon; however, existing management theories only describe locally observed phenomenon. As a result, it is a struggle to both explain existing “collaborative” behavior and provide prescriptions for leveraging collaboration to achieve differential supply chain performance. This holistic, integrative model delineates the path to collaborative success by exploring the connections among motivations, goals, mechanisms, resistors, and learning loops.

This research aims to examine the characteristics, requirements, benefits, and barriers to various collaborative relationships and proposes a typology of collaborative approaches.

The research discusses insights and observations from exploratory interviews with 21 managers from ten different manufacturers and retailers.

A typology of three types of collaborative approaches (collaborative transaction management; collaborative event management; and collaborative process management) is proposed. The three collaborative approaches are compared and contrasted. Benefits and limitations associated with each type of collaboration are discussed.

Managers can use the typology to assess current collaborations and seek ways to improve current collaborative efforts. Managers can also use the typology to develop collaborative strategies across a broad spectrum of relationships in order to determine which type of collaboration best fits each individual business relationship.

This research extends previous relationship typologies by focusing specifically on collaborative relationships. The research examines various types of collaborative relationships in order to categorize collaborative approaches in a manner useful to academicians and practitioners.

The purpose of this paper is to examine how a performance measurement system (PMS) can be designed for a collaborative network and to identify which factors affect such a design.

This is a single-case study of a collaborative network. The data have been collected from semi-structured interviews conducted during 2008-2009 and after the design process in 2010 and 2012, respectively.

The research results present a five-step process model for designing a PMS for a collaborative network. The findings show that a participatory development style that enhances socialisation, the positive development of a network culture and an outside facilitator all have beneficial effects on the design process.

The practical contribution of this study is related to knowledge about the PMS design process for a collaborative network to support its measurement-related development projects. This knowledge involves the phases of such a process as well as the various factors supporting or hindering it.

The study presents a PMS design process for the case network, which can be utilised in other collaborative networks in a similar context. It also highlights the most essential practical experiences related to this process.

Effective management of risk and knowledge is critical to ensure the success of industry–university collaboration (IUC) projects. However, the intricate dynamics through which these factors influence the performance of IUC projects have yet to be fully investigated. The purpose of this study is to explore the interplay between risk management and knowledge management capabilities and their impact on IUC project performance.

A model was constructed and evaluated through the examination of a sample of 188 collaborative innovation projects located in the United Arab Emirates (UAE), utilizing structural equation models (SEM) and hierarchical regression analysis.

The findings indicate that social system risk, technical system risk and project management risk have a negative impact on the performance of university–industry collaboration (UIC) projects, while cultural, technical and structural knowledge management capabilities can mitigate the negative impact of these risks on the performance of IUC projects.

The study concludes with three recommendations aimed at improving the management of UIC projects, including the establishment of a distinct and precise management strategy, the deployment of a comprehensive and systematized management methodology and the adoption of a balanced management framework.

The originality and value of this study lie in its exploration of the interplay between risk management and knowledge management capabilities in IUC projects. While previous studies have examined either risk management or knowledge management in IUC projects separately, this study provides a comprehensive analysis of both factors and their combined impact on project performance. The study also contributes to the literature by highlighting the specific risks and knowledge management capabilities that are most relevant to the context of IUC projects in the UAE. The practical recommendations offered by the study can help project managers and stakeholders to improve the success of collaborative innovation projects.