Complex Collaboration, Volume 10: Building the Capabilities for Working Across Boundaries (Advances in Interdisciplinary Studies of Work Teams)

✍ Scribed by Michael M. Beyerlein

• Publisher: JAI Press(NY)
• Year: 2004
• Tongue: English
• Leaves: 296
• Edition: 1
• Category: Library

✦ Synopsis

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.

✦ Table of Contents

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INTRODUCTION......Page 15
THE NEW WORLD OF "COMPLEX COLLABORATION"......Page 16
ABOUT OUR CASE STUDIES......Page 18
ABOUT OUR PERSPECTIVE AND FRAMEWORK......Page 20
Organization......Page 21
The Magnetic Forces That Pull Them Together......Page 22
The Glue That Keeps Them Together......Page 23
The Factors That Propel Them Forward......Page 24
Formal Roles, Tasks, Expectations, and Understandings......Page 25
Special Governance and Authority Structures......Page 26
People and Their Interrelationships......Page 28
Liaison Roles and Collaborating Pairs......Page 29
Lateral Skills......Page 30
Leadership......Page 32
Communication......Page 33
Attitudes, Expectations and Norms......Page 34
Learning Processes......Page 35
Fun and Playfulness......Page 36
CONCLUSION: TOWARD AN ACTION FRAMEWORK FOR THE DESIGN OF COMPLEX COLLABORATIONS......Page 37
REFERENCES......Page 39
CO-DEVELOPMENT: COLLABORATING ACROSS BOUNDARIES ON JOINT STRIKE FIGHTER......Page 41
THE JOINT STRIKE FIGHTER PROGRAM......Page 42
Purpose......Page 45
Failures......Page 47
Success Factors......Page 48
Culture......Page 49
Interdependence......Page 50
COLLABORATION AND COMPETITION......Page 51
Collaboration......Page 52
Competition......Page 53
NEW PRODUCT TEAMS......Page 54
Innovation......Page 57
Multi-disciplinary "Thought-Worlds"......Page 58
Organizing for Innovation......Page 59
Distributed Work......Page 61
Organizational Learning......Page 63
Rugby......Page 64
Carrier Decks......Page 65
Machine Shop Culture......Page 66
Forests......Page 67
Future Directions for Research......Page 68
REFERENCES......Page 69
NOT YOUR STEPPING STONE: COLLABORATION AND THE DYNAMICS OF FIRM EVOLUTION IN THE LIFE SCIENCES......Page 73
INTRODUCTION......Page 74
COLLABORATION AS A CORNERSTONE......Page 75
Expanding......Page 79
Holding Course......Page 80
Diversifying......Page 81
Broadening......Page 82
KNOWLEDGE, NETWORKS, AND ADVANTAGE......Page 83
DISCUSSION AND IMPLICATIONS......Page 87
CONCLUSION......Page 89
REFERENCES......Page 92
INTRODUCTION......Page 96
MULTI-AGENCY PARTNERSHIPS......Page 97
Private Sector Motivational Drivers......Page 99
Public Sector Motivational Drivers......Page 101
TOWARDS A FRAMEWORK FOR COMPARISON......Page 104
The Context......Page 107
Necessity: Mandated Co-operation......Page 109
Asymmetry: Collaboration or Control?......Page 110
Efficiency: Efficient and Effective Use of Resources......Page 112
Stability: Managing Turbulence and Change......Page 113
Legitimacy: Increasing Profile and Legitimacy......Page 114
DISCUSSION......Page 115
CONCLUSION......Page 117
REFERENCES......Page 118
INTRODUCTION......Page 122
A SCHOOL'S DYNAMIC GROWTH MODEL......Page 125
Leverage......Page 127
Build......Page 129
Organizational Context......Page 131
Shared Vision and Strategy......Page 132
Change......Page 133
Meeting Place......Page 134
The CEO in Complex Structures......Page 135
REFERENCES......Page 136
INTEGRATING PERSPECTIVES: A MULTIDIMENSIONAL CONSTRUCT OF COLLABORATIVE CAPABILITY......Page 138
INTRODUCTION......Page 139
CAPABILITIES FOR COLLABORATION......Page 140
Research Design......Page 141
Case Selection......Page 142
Data Collection and Analysis......Page 143
EXPLICATING THE COLLABORATIVE CAPABILITY CONSTRUCT......Page 144
Structural Capabilities: Setting the Stage......Page 145
Cognitive Capabilities: Preparing and Learning the Text......Page 148
Affective Capabilities: Winning Over the Influence......Page 152
Synthesis and Commentary......Page 155
DISCUSSION......Page 157
CONCLUSION......Page 160
REFERENCES......Page 161
Prior Research on Collaborative Capabilities......Page 165
Characteristics of Successful and Unsuccessful Practices of Collaboration Management......Page 169
INTRODUCTION......Page 173
FROM COOPERATION TO COLLABORATION......Page 174
COLLABORATIVE ENTITIES......Page 175
COLLABORATIVE CAPACITY......Page 176
The Generic Story of a Collaborative Entity......Page 178
Context......Page 181
Environments......Page 182
Catalyst......Page 183
Membership......Page 184
Structure and Governance......Page 185
Structural Forms......Page 186
Scope......Page 187
Complexity......Page 188
Dimensions of Core......Page 189
Relationship of Core to other CC Constructs......Page 190
Member-Systemic......Page 191
Composition-Complementarity Relationship......Page 192
Extant-Emergent Competence......Page 193
Informal Structure and Norms......Page 194
Trust and Relationship Building......Page 195
Organizational Learning......Page 196
Composition-Competence Relationship......Page 197
Character......Page 198
Consequences......Page 200
Constructive-Destructive Consequences......Page 201
Core-Consequences Relationship......Page 202
Process Theories......Page 203
Relationships with other CC Constructs......Page 204
Applying the CC Framework to Multi-Level Collaborative Phenomena......Page 205
Implications for Research and Practice......Page 208
REFERENCES......Page 209
LEADING COMPLEX COLLABORATION IN NETWORK ORGANIZATIONS: A MULTIDISCIPLINARY APPROACH......Page 214
Information Technology......Page 215
Globalization......Page 216
Systems' Thinking......Page 217
Networks......Page 218
What is a Network Organization?......Page 219
Alternate Forms of Network Organizations......Page 220
LEADING NETWORK ORGANIZATIONS......Page 221
Management Coordination Systems for Network Organizations......Page 222
Achieving Goal Alignment in a Network Organization......Page 223
Components of an MCS for a Network Organization......Page 225
The Individual's Intrinsic Motivation......Page 226
The Leadership System......Page 228
Informal Management Systems......Page 230
Interaction Between Formal and Informal Systems......Page 232
Time Lags and Long-Term Effects......Page 233
Feedback......Page 234
Environmental Intensity......Page 235
Adapting Primary Management Systems to the External Environment......Page 236
Internal Environment......Page 239
Goal Alignment......Page 240
Trust and Commitment......Page 242
Trust and the Dangers of Micro-Management......Page 243
Constructive Conflict and Adaptability......Page 244
Inter-Organizational Influences......Page 245
PRACTICAL APPLICATIONS TO LEADING NETWORK ORGANIZATIONS......Page 247
SUMMARY: LEADING NETWORK ORGANIZATIONS......Page 249
REFERENCES......Page 250
"SKONK WORKS HERE": ACTIVATING NETWORK SOCIAL CAPITAL IN COMPLEX COLLABORATIONS......Page 253
THE CONCEPT OF SOCIAL CAPITAL......Page 255
Theoretical Scope and Assumptions......Page 258
Theoretical Propositions......Page 261
CASE EXAMPLES......Page 266
CONCLUSION......Page 269
REFERENCES......Page 270
MANAGING VALUE AND VULNERABILITY IN COMPLEX COLLABORATIONS: ALLYING WITH COMPETITORS......Page 273
INTRODUCTION......Page 274
VALUE AND VULNERABILITY IN COMPLEX COLLABORATIONS......Page 276
ECONOMIC PERSPECTIVES......Page 278
RESOURCE INTERDEPENDENCE IN ALLIANCES......Page 280
RESOURCE CO-SPECIALIZATION......Page 281
RESOURCE TYPES......Page 283
SIMILARITY IN STRATEGIC RESOURCES......Page 284
COMPETITIVE MARKET OVERLAP......Page 285
Economic Structures......Page 286
Social Structures......Page 288
Moderately Complex Collaboration - Coordinative Structure (Quadrant II)......Page 290
Highly Complex Collaboration - Co-dependent Structure (Quadrant IV)......Page 291
CONCLUSION......Page 292
REFERENCES......Page 293