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Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

The purpose of this paper is to examine how business model innovation (BMI) mediates the relationship between integrative capability, business strategy and firm performance.

A literature review provides the model and hypotheses. Using a sample of 165 Chinese firms, the authors conduct the examination using a theoretical model and hypotheses following standard analysis methods.

The results show that BMI positively mediates the relationship between integrative capability and firm performance. Moreover, a differentiation strategy positively moderates the link between BMI and firm performance, while a cost leadership strategy presents a significantly negative moderating effect.

First, the authors test the hypotheses using data from China; thus data from other emerging economies should be tested. Second, the authors use cross-sectional data in this study making it impossible to verify the dynamic developed in the process of BMI; a longitudinal study could provide a more comprehensive understanding. Third, the authors consider one intermediate mechanism to test the relationship of integrative capability and firm performance; additional factors may link integrative capability and firm performance.

The mediating effect of BMI suggests managers should pay more attention to BMI to improve firm performance, and they should understand that BMI’s role varies across different business strategies.

The paper is original in its investigation of the effect of integrative capability and BMI on firm performance using data from China and demonstrates the mediating effect of BMI on the relationship between integrative capability and firm performance.

The purpose of this study is to test the universality of the behavioral theory of negotiation developed in the United States, particularly the integrative/distributive models, and to find negotiators' prototypes in international negotiations conducted in a Latin American country.

An open questionnaire was administered to a convenience sample of 104 resident foreigners (expatriates) who reported the negotiation patterns of Costa Ricans. The qualitative data were coded in 52 variables (inte-rater reliability Fleiss' Kappa K= 0.65). A total of ten variables were selected to measure distributive/integrative patterns of negotiations. Latent class analysis (LCA) uncovered the latent structure of negotiations.

(1) The distributive (70% found in the sample) and integrative (30%) negotiation models hold in this culture. (2) The incorporation of handling emotions and interpersonal orientation in the integrative model seem to be an important theoretical and practical trend.

(1) A larger sample size is needed to compare with data from other countries of the region and the world. (2) The use of emotions and interpersonal orientation in the integrative negotiation paradigm require further investigation. As practical implications, detailed negotiation advice is offered to Costa Ricans as well as to expatriates working there.

To identify negotiation patterns in an understudied region of the world, the distributive/integrative models of the behavioral theory of negotiations are a key focus with which to extend the literature. There are important elements of culture within the negotiation patterns, in line with trends of an evolving paradigm of integrative crosscultural negotiations.

Verificar la utilidad en un contexto latinoamericano de la teoría del comportamiento en las negociaciones, particularmente los modelos distributivo e integrativo. Identificar prototipos de negociadores latinoamericanos en un contexto intercultural.

Se recogió una muestra de conveniencia mediante un cuestionario cualitativo a 104 extranjeros que viven y negocian en Costa Rica, quienes identificaron la manera como les negocian los locales. Estas encuestas fueron codificadas para tener una base de datos cuantitativa (coeficiente entre-evaluadores Fleiss de Kappa = 0.65) de 52 variables. Se escogieron 10 variables asociadas a los modelos integrativo y distributivo de negociación. Se realizó un Análisis de Clases Latentes en los datos (LCA en inglés) para descubrir la estructura latente de las negociaciones.

(1) Los modelos de negociación distributivo (70% encontrado en la muestra) e integrativo (30%) tienen cabida en esta cultura. (2) El modelo integrativo de negociación está asociado al manejo de emociones y la orientación interpersonal, parte de una tendencia teórica y práctica en las negociaciones interculturales.

(1) Se requiere ampliar la muestra, y comparar con datos de otros países de la región y del mundo. (2) Orientar un estudio teórico sobre el manejo de emociones y la orientación interpersonal en el paradigma del modelo integrativo. Como implicaciones prácticas, se presentan consejos de negociación para los costarricenses, y también para los extranjeros que trabajan en el país.

Reconocer los patrones de negociación en una región poco estudiada. Los modelos distributivo e integrativo de la teoría del comportamiento en las negociaciones son una base para ampliar la literatura. Añadir el manejo de emociones y la orientación interpersonal al paradigmático modelo integrativo parece marcar una tendencia teórica y práctica de la negociación intercultural.

The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.

The authors divide their process into four phases. A case example illustrates each phase.

The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.

Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).

Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.

Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences.

Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness.

The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.

Because it involves the interests of multiple stakeholders, sustainable value is a “wicked problem” that evades definitive formulation and clear solutions. Traditional approaches to problem-solving emphasize formulation of the problem followed by analysis and solution development. However, these approaches are inadequate for solving such problems because of they are so difficult to define. Two ways of approaching wicked problems are discussed: positive design and integrative thinking. Both are more appropriate than linear “formulate-then-solve” approaches, because they emphasize careful reflection and framing, focus on understanding the system as a whole and the needs of its users, and learning. In design, the focus is on deeply understanding users and attempting trial solutions as a means of framing the problem; in integrative thinking, the focus is on exploring the problem by inquiring into the mental models of stakeholders. Tata Motors’ decision to locate its plant in West Bengal was a wicked problem that involved the interests of many stakeholders, and is presented to illustrate the two methods. The failure of this plant location project was extremely costly to Tata and to West Bengal, and it is argued that the decision process would have benefited from either positive design or integrative thinking.

Globalization and accelerating product life cycles require use of time‐based manufacturing practices (TBMP) accompanied by organizational integration. Evidence has suggested that cultural integrative beliefs (IB) influence the presence of TBMP but research has not investigated two alternative theory‐based views: TBMP influences the formation of integrative beliefs; and TBMP and integrative beliefs interact to enhance performance. The purpose of this paper is to investigate the relationship between espoused values, TBMP and performance.

The authors empirically re‐analyze work carried out in 2004 by Nahm et al., using structural equations modeling and factor scores regression.

Support is found for the competing model that implies IB is a consequent of TBMP rather than an antecedent. This new theoretical perspective is not reconciled via the interaction model.

The authors' re‐examination suggests TBMP and IB are mutually reinforcing, implying that resources can be devoted to simultaneously implementing TBMP and IB, rather than a time‐consuming sequential strategy.

The paper is the first to empirically test three perspectives on how organizational culture and operations management practices interrelate. Conventional conceptions of cultural beliefs' role are questioned and a new perspective is offered. Additionally, the FSR method gives a structured approach to latent variable interaction modeling.

This paper aims to respond to the need for a model of doctoral supervision that can capture and represent the focus, range and complexity of instructional intentions, practices and possibilities.

The study draws on the substantive literature on supervision and changing doctoral programs in the Fine Arts and relatively new empirical findings about supervision and learning. The authors posit a holistic model of supervision ranging across micro–macro and product–person dimensions. The model is further explained and illustrated using four supervisor cases in Fine Arts.

The model offers a heuristic for supervisors to reflect on and identify existing emphases, alignments and integrative possibilities to better understand the complexities of Fine Arts supervisory practices.

There is a dearth of research that addresses how doctoral supervisors perceive and articulate their roles and breadth of responsibilities in light of new programs and changing sectoral expectations.

The purpose of this paper is to construct an integrative service model from customer and provider perspectives so that it can be utilized to formulate service business strategies.

The concepts of the resource‐based view (RBV), customer co‐creation and service modules obtained from a literature review are combined to construct a mathematical model. Based on the model, business strategies are formulated by utilizing existing marketing and service frameworks.

Innovative services can be generated from the model after combining different core services. To gain competitive advantage in a changing environment, a feedback mechanism should be used to provide dynamism.

An empirical test of the model could be undertaken as a future study to test the validity of the model. Adding more attributes to give the model finer resolution will increase the complexity of the model. Extending the application of the model to firms' internal departments will mean that the relationships between departments have to be reinvestigated.

Obtaining the salient attributes with the heuristics of the 80‐20 rule and the large number principle means optimization of resource utilization under the condition of customer satisfaction.

The model, developed by combining the concepts of RBV, customer co‐creation and service modules, is an innovative tool for the formulation of service business strategies.

This paper aims to review and synthesize the existing literature related to negotiation complexity and provides an integrative model to systematically identify and examine factors contributing to negotiation complexity and how they affect negotiating parties’ behaviors and economic and subjective outcomes.

The approach was to combine relevant literature from negotiation in general and from negotiation complexity in particular and to develop and support an integrative model of complexity in real-world negotiations.

The literature on negotiation complexity and previous analytical frameworks are reviewed from a cross-disciplinary perspective. Based on the integrative review, an integrative model of negotiation complexity is proposed for identifying important complexity contributory factors. Six contributory factors are distinguished based on the three negotiation components – negotiation task, dynamic variables of negotiators and negotiation context. Their effects on negotiation complexity are examined and discussed with respect to four complexity dimensions (i.e. informational and computational, procedural, social and strategic dimensions). Finally, the effects of negotiation complexity on parties’ behaviors and outcomes are examined based on previous theoretical and empirical research and practical tools for managing negotiation complexity are delineated.

The integrative review and conceptualization of negotiation complexity are helpful for gaining a better understanding of negotiation complexity and its management in various real-world domains.