Creating Collaborative AdvantageChris Huxham Inter-organizational collaboration is becoming increasingly significant as a means of achieving organizational objectives in turbulent environments. Yet it is not an easy process to implement successfully. Drawing on the work of authors with a high level of relevant experience, this volume provides a thought-provoking and accessible introduction to the theory and practice of `creating collaborative advantage'. The first part of the book develops a framework of key dimensions for understanding collaboration. Different perspectives highlight the diversity of rationales and contexts involved, and the range of elements which need to be considered and addressed when embarking on collaborative endeavours. The se |
Contents
Introduction | 1 |
Rationales and Contexts for Collaboration | 19 |
The stakeholdercollaborator strategy workshop | 44 |
collaborative alliances among business | 57 |
Collaboration in Practice Key Issues | 80 |
Five obstacles to communitybased collaboration and some | 101 |
collaboration for community | 110 |
Intervention Processes for Collaboration | 126 |
Group decision support for collaboration | 141 |
Utilizing stakeholder strategies for positive collaborative | 152 |
Interorganizational collaboration in the policy preparation | 165 |
Closure | 176 |
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achieve action agencies agreement aims alliances Amsterdam-Rhine canal approach areas argued behaviour capacity Chapter cognitive mapping collab collaboration expertise collaborative activity collaborative advantage collaborative change collaborative efforts collaborative groups collaborative organization collaborative processes community development community involvement community representatives community-based concepts concerned conflict context convening core group Cropper decision-making defined Design step dimensions discussion empowerment example exchange facilitator factors focus focuses funding Gray group decision support Hazardous Waste Hengelo Himmelman Huxham identified implementation important individuals initial institutions inter-organizational interactive interest internal stakeholders issues Monsey non-profit Northern Ireland Office options organizational outcomes participants particular partners partnerships perspective planning political potential practice problem programme public-private partnerships purpose relationships role Ross Priory sector Sewing Council social stakeholder analysis strategic management strategy structure success suggests sustainability SWOT analysis Tackling understanding University of Strathclyde Vangen Wistow workshop York City Partnership