Creating conditions for promising collaboration : alliances, networks, chains, strategic partnerships / Edwin Kaats, Wilfrid Opheij.

by Kaats, Edwin [author.]Looking glass; Opheij, W [author.]Looking glass.

Series: Springer briefs in business organisational studies: Publisher: Heidelberg, Germany : Springer, [2014]Description: vii, 98 pages : illustrations ; 24 cm.ISBN: 3642414427; 9783642414428.Subject(s): Business enterprisesLooking glass | Business networks -- ManagementLooking glass | Cooperation -- ManagementLooking glass | PartnershipLooking glass
Contents:
Contents note continued: 2.3.1.Basic Model 1: Transactional Collaboration -- 2.3.2.Basic Model 2: Functional Collaboration -- 2.3.3.Basic Model 3: Explorative Collaboration -- 2.3.4.Basic Model 4: Entrepreneurial Collaboration -- 2.4.Collaboration is Fraught with Duality -- 2.4.1.Duality in Collaboration -- 2.4.2.Collaboration is also a Hassle -- 2.4.3.There's Always More than One Perspective at Play -- References -- 3.Essential Conditions for Promising Collaboration -- 3.1.A Comprehensive Approach Towards Collaboration -- 3.2.Dealing with Ambiguity and Misunderstanding -- 3.2.1.Confrontation of Worlds -- 3.2.2.Diffuseness of Interests -- 3.2.3.The Role of Contextual Factors -- 3.3.A Lens on Collaboration -- 3.3.1.Towards a Shared Ambition: Strategy Development -- 3.3.2.Doing Justice to Interests: Mutual Gains -- 3.3.3.People Work Together: Social Psychology and Group Dynamics -- 3.3.4.Professionally Organizing: Alliances and Networks --
Contents note continued: 3.3.5.Sense-Making: Process Management and Governance -- 3.4.Looking at Collaboration from Multiple Angles -- 3.4.1.Shared Ambition as the Heart of the Collaboration -- 3.4.2.Real Dialogue on Interests -- 3.4.3.An Eye for the Invisible -- 3.4.4.Creating Enabling Conditions -- 3.4.5.Evolving Forwards -- 3.5.Working on Cooperation on the Basis of Indicators -- 3.5.1.Do it Together -- 3.5.2.Create Enabling Conditions for Real Dialogue -- 3.5.3.Balance Supportiveness and Purposefulness -- 3.5.4.Indicators of Successful Cooperation -- 3.5.5.Dedicated Approach in Action -- 3.5.6.Looking at Cooperation -- References -- 4.Future Perspectives on Collaboration -- 4.1.Bridging Disciplines and Improving Managerial Relevance -- 4.1.1.Managerial Relevance is at Stake -- 4.1.2.A Coherent Body of Knowledge and Practice -- 4.1.3.Future Perspectives on Collaborative Processes -- 4.2.Making Sense of Collaboration Strategy --
Contents note continued: 4.2.1.Strategic Relevance of an Collaboration Strategy -- 4.2.2.Where are we in Terms of Adoption of Collaboration Strategy? -- 4.2.3.Future Perspectives on Collaboration Strategy -- 4.3.Tapping into New Business Models and New Forms of Organizing -- 4.3.1.The Relevance of Alliance Capabilities -- 4.3.2.Investing in the Alliance Capability of Your Personnel -- 4.3.3.Make Sure that Culture and Identity Contribute to Trust -- 4.3.4.Assuring Collaboration in the Structure of the Organization -- 4.3.5.Responsibility for a Well-Equipped Collaboration Toolkit -- 4.3.6.Opening a Window of Opportunity for New Business Models -- 4.3.7.Future Perspectives on Alliance Capabilities and Collaborative Business Models -- 4.4.Developing Collaborative Leadership and Effective Action Repertoires -- 4.4.1.Working with the Logic of the Network -- 4.4.2.Leadership is Relational, Social, Collective, Interactional and Contextual -- 4.4.3.Collaborative Action Repertoire --
Contents note continued: 4.4.4.Future Perspectives on Collaborative Leadership -- 4.5.Towards a Common Eye on Collaboration -- References.
Machine generated contents note: 1.Introduction -- 1.1.In Search of Insight and Overview -- 1.1.1.Insight Based on Prior Research -- 1.1.2.Coherence Provides an Overview -- 1.1.3.Focus on Collaboration Between Organizations -- 1.2.It's About Connection and Perspective -- 1.2.1.Towards a Coherent and Comprehensive View -- 1.2.2.Structure of the Book -- References -- 2.Collaboration: A Fundamental Capability in Society and Organizations -- 2.1.Almost Nothing Happens Without Collaboration -- 2.1.1.Collaboration is in our Nature -- 2.1.2.Collaboration Manifests Itself in Many Different Areas -- 2.1.3.Collaboration Must Yield Benefits -- 2.1.4.Collaboration as a Consequence of Increasingly Complex Issues -- 2.2.Collaboration Positioned -- 2.2.1.Positioning Between Market Transaction and Mergers and Acquisitions -- 2.2.2.Five Characteristics of Collaboration -- 2.2.3.Definition of Collaboration -- 2.3.The Ways and Forms in Which Collaboration Manifests Itself --
Note: Includes bibliographical references. Summary: This text focuses on the conditions for promising collaboration. Collaboration is becoming a dominant instrument in today's economy and society and manifests itself in many shapes and forms. It is a challenging instrument which still is not very well understood and poses the business community in front of a number of challenging dilemmas. We position collaboration as a multidisciplinary phenomenon and - based on years of research and as reflective practitioners - offer a comprehensive model for analyzing and designing collaborative processes that is both scientifically rooted and applicable in practice. A better understanding of collaborative processes will enhance the success of alliances, networks, chains and strategic partnerships. In addition to this we look to the future of organizing from a collaborative perspective and address the challenges ahead.Alternative form: Electronic version: 9783642414435
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Enhanced descriptions from Syndetics:

This publication focuses on the conditions for promising collaboration. Collaboration is becoming a dominant instrument in today's economy and society and manifests itself in many shapes and forms. It is a challenging instrument which still isn't very well understood and poses the business community in front of a number of challenging dilemma's. We position collaboration as a multidisciplinary phenomenon and - based on years of research and as reflective practitioners - offer a comprehensive model for analyzing and designing collaborative processes that is both scientifically rooted and applicable in practice. A better understanding of collaborative processes will enhance the success of alliances, networks, chains and strategic partnerships. In addition to this we look to the future of organizing from a collaborative perspective and address the challenges ahead.

Includes bibliographical references.

Contents note continued: 2.3.1.Basic Model 1: Transactional Collaboration -- 2.3.2.Basic Model 2: Functional Collaboration -- 2.3.3.Basic Model 3: Explorative Collaboration -- 2.3.4.Basic Model 4: Entrepreneurial Collaboration -- 2.4.Collaboration is Fraught with Duality -- 2.4.1.Duality in Collaboration -- 2.4.2.Collaboration is also a Hassle -- 2.4.3.There's Always More than One Perspective at Play -- References -- 3.Essential Conditions for Promising Collaboration -- 3.1.A Comprehensive Approach Towards Collaboration -- 3.2.Dealing with Ambiguity and Misunderstanding -- 3.2.1.Confrontation of Worlds -- 3.2.2.Diffuseness of Interests -- 3.2.3.The Role of Contextual Factors -- 3.3.A Lens on Collaboration -- 3.3.1.Towards a Shared Ambition: Strategy Development -- 3.3.2.Doing Justice to Interests: Mutual Gains -- 3.3.3.People Work Together: Social Psychology and Group Dynamics -- 3.3.4.Professionally Organizing: Alliances and Networks --

Contents note continued: 3.3.5.Sense-Making: Process Management and Governance -- 3.4.Looking at Collaboration from Multiple Angles -- 3.4.1.Shared Ambition as the Heart of the Collaboration -- 3.4.2.Real Dialogue on Interests -- 3.4.3.An Eye for the Invisible -- 3.4.4.Creating Enabling Conditions -- 3.4.5.Evolving Forwards -- 3.5.Working on Cooperation on the Basis of Indicators -- 3.5.1.Do it Together -- 3.5.2.Create Enabling Conditions for Real Dialogue -- 3.5.3.Balance Supportiveness and Purposefulness -- 3.5.4.Indicators of Successful Cooperation -- 3.5.5.Dedicated Approach in Action -- 3.5.6.Looking at Cooperation -- References -- 4.Future Perspectives on Collaboration -- 4.1.Bridging Disciplines and Improving Managerial Relevance -- 4.1.1.Managerial Relevance is at Stake -- 4.1.2.A Coherent Body of Knowledge and Practice -- 4.1.3.Future Perspectives on Collaborative Processes -- 4.2.Making Sense of Collaboration Strategy --

Contents note continued: 4.2.1.Strategic Relevance of an Collaboration Strategy -- 4.2.2.Where are we in Terms of Adoption of Collaboration Strategy? -- 4.2.3.Future Perspectives on Collaboration Strategy -- 4.3.Tapping into New Business Models and New Forms of Organizing -- 4.3.1.The Relevance of Alliance Capabilities -- 4.3.2.Investing in the Alliance Capability of Your Personnel -- 4.3.3.Make Sure that Culture and Identity Contribute to Trust -- 4.3.4.Assuring Collaboration in the Structure of the Organization -- 4.3.5.Responsibility for a Well-Equipped Collaboration Toolkit -- 4.3.6.Opening a Window of Opportunity for New Business Models -- 4.3.7.Future Perspectives on Alliance Capabilities and Collaborative Business Models -- 4.4.Developing Collaborative Leadership and Effective Action Repertoires -- 4.4.1.Working with the Logic of the Network -- 4.4.2.Leadership is Relational, Social, Collective, Interactional and Contextual -- 4.4.3.Collaborative Action Repertoire --

Contents note continued: 4.4.4.Future Perspectives on Collaborative Leadership -- 4.5.Towards a Common Eye on Collaboration -- References.

Machine generated contents note: 1.Introduction -- 1.1.In Search of Insight and Overview -- 1.1.1.Insight Based on Prior Research -- 1.1.2.Coherence Provides an Overview -- 1.1.3.Focus on Collaboration Between Organizations -- 1.2.It's About Connection and Perspective -- 1.2.1.Towards a Coherent and Comprehensive View -- 1.2.2.Structure of the Book -- References -- 2.Collaboration: A Fundamental Capability in Society and Organizations -- 2.1.Almost Nothing Happens Without Collaboration -- 2.1.1.Collaboration is in our Nature -- 2.1.2.Collaboration Manifests Itself in Many Different Areas -- 2.1.3.Collaboration Must Yield Benefits -- 2.1.4.Collaboration as a Consequence of Increasingly Complex Issues -- 2.2.Collaboration Positioned -- 2.2.1.Positioning Between Market Transaction and Mergers and Acquisitions -- 2.2.2.Five Characteristics of Collaboration -- 2.2.3.Definition of Collaboration -- 2.3.The Ways and Forms in Which Collaboration Manifests Itself --

This text focuses on the conditions for promising collaboration. Collaboration is becoming a dominant instrument in today's economy and society and manifests itself in many shapes and forms. It is a challenging instrument which still is not very well understood and poses the business community in front of a number of challenging dilemmas. We position collaboration as a multidisciplinary phenomenon and - based on years of research and as reflective practitioners - offer a comprehensive model for analyzing and designing collaborative processes that is both scientifically rooted and applicable in practice. A better understanding of collaborative processes will enhance the success of alliances, networks, chains and strategic partnerships. In addition to this we look to the future of organizing from a collaborative perspective and address the challenges ahead.

Author notes provided by Syndetics

Edwin Kaats and Wilfrid Opheij, both management consultants and researchers, specialize in collaboration between organizations. Their discipline is the science and practice of connecting people and organizations. They help to improve the way collaboration -in alliances, networks, chains and partnerships- work by providing advice on the subject, by directing the processes, by lecturing, by researching the field, and by publishing about it. They were the co-authors of the book, Organizing in between, design and governance of inter-organizational relations (2005), and many articles on cooperation and the capacity to connect. They earned their PhDs with the co-authored doctoral thesis, Executives make sense of alliances and networks (Tilburg University, 2008). Their book, Learning to Collaborate between Organizations, was published in 2012, and was honored with the Dutch Management Book of the year award in 2013. Both are partners in Twynstra Gudde Adviseurs en Managers, member of the management consulting partnership, Cordence Worldwide.

Dr. Edwin Kaats

Edwin Kaats (1963) studied Social and economic geography at Utrecht University and Logistics Management at TiasNimbas Business School. He got to understand the importance of effective collaboration during the period he worked in chain logistics at Nedlloyd. The main focus of his consultancy, research and management activities is on cooperation in and between organizations. He is especially interested in complex and strategic collaborative issues. He also gives training courses in collaboration, chain management and strategic business development. As associate Professor at the Nijmegen School of Management (NSM), Business Administration, he does research in collaborative leadership, and is also a guest lecturer in various MBA programs.

Dr. Wilfrid Opheij

Wilfrid Opheij (1960) studied architectural engineering at Eindhoven Technical University (Bachelor's) and business administration at Erasmus University Rotterdam (Master's). He has more than 25 years of experience as a consultant. He wrote his first book in 1994: Delayering organizations, how to beat bureaucracy and create a flexible and responsive organization. At the time, he was assistant Professor in Management and Organization at the VU University Amsterdam. He advises executives and managers on strategy and governance, positioning, and collaboration. His main focus has been on strategic cooperation. He does research, publishes, advises and lectures. He is a guest lecturer in various MBA programs and at several universities.

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