Complex collaboration : building the capabilities for working across boundaries
著者
書誌事項
Complex collaboration : building the capabilities for working across boundaries
（Advances in interdisciplinary studies of work teams, v. 10）
Elsevier, JAI, 2004
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注記
Includes bibliographical references
内容説明・目次
内容説明
Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges of managing such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages, and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters in this volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understanding these complex alliances and partnerships.
目次
List of Contributors. Introduction by the Editors. Acknowledgements. Chapter 1. Developing Complex Collaborations: Basic Principles To Guide Design And Implementation. (D. Mankin et al.). Chapter 2. Co-Development: Collaborating Across Boundaries on JSF (Joint Strike Fighter). (J. G Olson). Chapter 3. Not Your Stepping Stone: Collaboration and the Dynamics of Firm Evolution in the Life Sciences. (K. W. Koput, W. W. Powell). Chapter 4. The Impact of Collaborative Motivation on Complex Multi-Agency Partnerships: A Case Study of the United Kingdom. (J. Stiles, P. Williams). Chapter 5. Complex Collaboration: The Case of a Business School and Its Complex Network of Relationships. (P. Lorange). Chapter 6. Integrating Perspectives: A Multidimensional Construct of Collaborative Capability. (M. Schreiner, D. Corsten). Chapter 7. The Collaborative Capacity Framework: From Local Teams to Global Alliances. (S. P. Fitzgerald). Chapter 8. Leading Complex Collaboration in Network Organizations: A Multidisciplinary Approach. (K. L. Higgins, J. A. Maciariello). Chapter 9. Skonk Works Here: Activating Network Social Capital in Complex Collaborations. (L. R. Johnson, D. Knoke). Chapter 10. Managing Value and Vulnerability in Complex Collaborations: Allying with Competitors. (J. P. McGill, M. D. Santoro). About the Editors.
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