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Doing things collaboratively: Realizing the advantage or succumbing to inertia?

Huxham, C. and Vangen, Siv (2004) Doing things collaboratively: Realizing the advantage or succumbing to inertia? Organizational Dynamics, 33 (2). pp. 190-201. ISSN 0090-2616

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Abstract

Presents a set of seven overlapping perspectives on collaborative management. This is extracted from the theory of collaborative advantage, which has derived from extensive action research over 15 years. We have worked with practitioners of collaboration, in the capacity of facilitators, consultants and trainers, in a wide variety of collaborative situations. We have kept detailed records about the challenges and dilemmas faced by managers, and of comments they make in the course of enacting their collaborative endeavours. Many such statements are reproduced as illustrative examples in this article.

Item type: Article
ID code: 4308
Notes: Also published as a chapter in Leadership in Social Care, van Zwanenberg Z. (ed.), Jessica Kingsley, 2009.
Keywords: collaborative management, management theory, organisational theory, action theory, Management. Industrial Management, Organizational Behavior and Human Resource Management, Applied Psychology, Sociology and Political Science
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
Related URLs:
    Depositing user: Strathprints Administrator
    Date Deposited: 16 Oct 2007
    Last modified: 04 Sep 2014 15:55
    URI: http://strathprints.strath.ac.uk/id/eprint/4308

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