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Effective Collaboration
 
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Effective Collaboration
Managing the Obstacles to Success
 
 
Palgrave Macmillan
 
 
 
 
 
10 Oct 2001
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£97.00
|Hardback In Stock
  
9780333948101
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DescriptionContentsAuthors

The increasing emphasis on building relationships assets, on acquiring knowledge and the importance placed on learning has focused attention on the benefits of using collaborative ventures or partnerships between organizations. The allure of the collaboration as a quick fix to the problems brought about by changes such as the internationalization of business activities, privatisation programmes and technical change is strong and growing.
This book investigates the problems of effectively managing partnerships between organizations and highlights many of the pitfalls of an uncritical and quick fix approach to collaboration. The authors find many problems connected to the evolution of collaborative ventures and examine the management issues from the pre-formation stage to the operation of mature partnerships. Potential problems connected to cultural differences, power and trust are identified and possible solutions are outlined.
The management problems of partnerships are considered in private, public and not for profit sectors with a focus on generic rather than sector specific problems. Contributors use a variety of theoretical frameworks and evidence from empirical studies to investigate these issues. The editors go on to present a conceptual framework based on the analysis and evidence within the contributions that can be used to identify possible problems and find solutions that enable collaborative ventures to succeed.


Description

The increasing emphasis on building relationships assets, on acquiring knowledge and the importance placed on learning has focused attention on the benefits of using collaborative ventures or partnerships between organizations. The allure of the collaboration as a quick fix to the problems brought about by changes such as the internationalization of business activities, privatisation programmes and technical change is strong and growing.
This book investigates the problems of effectively managing partnerships between organizations and highlights many of the pitfalls of an uncritical and quick fix approach to collaboration. The authors find many problems connected to the evolution of collaborative ventures and examine the management issues from the pre-formation stage to the operation of mature partnerships. Potential problems connected to cultural differences, power and trust are identified and possible solutions are outlined.
The management problems of partnerships are considered in private, public and not for profit sectors with a focus on generic rather than sector specific problems. Contributors use a variety of theoretical frameworks and evidence from empirical studies to investigate these issues. The editors go on to present a conceptual framework based on the analysis and evidence within the contributions that can be used to identify possible problems and find solutions that enable collaborative ventures to succeed.


Contents

What Makes Practitioners Tick? Understanding Collaboration Practice and Practising Collaboration Understanding
Managing Strategic Alliances Success: Determining the Influence Factors of
Intent Within Partnerships
The Forms and Purposes of Strategic Alliances In The European Banking Sector
Alliances in the Natural Gas Vehicle Industry: An Application of Complexity to An Environmental Issue
The Challenges of Multisector Collaboration In Community Development
Leveraging Professional Knowledge in Healthcare Networks Through Integrated IT: The V-NBS Approach
Knowledge and Trust in Partnership Formation
International Staffing Patterns and Transaction Costs: Implications for Alliance Readiness and Firm Performance
The Role of Power Relationships in Partnership Agreements Between Small and Large Buyers
Joining Two Organization Units: Managing Cultural Threats and Possibilities
Managing Effective Partnerships


Authors

JENS GENEFKE is Professor in the Department of Management at the University of Aarhus. He has previously worked as a business consultant and was also chairman of a board of six shipyards in Greenland. He publishes in both Danish and English in the areas of organization and management.

FRANK MCDONALD is Head of the International Business Unit at Manchester Metropolitan University Business School. He has many direct experiences of the practical problems that emerge in international partnerships. His publications are mainly in the areas of international and European business.