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
Full text not available in this repository. (Request a copy from the Strathclyde author)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 |
| Subjects: | Social Sciences > Industries. Land use. Labor > Management. Industrial Management |
| Department: | Strathclyde Business School > Management |
| Related URLs: | |
| Depositing user: | Strathprints Administrator |
| Date Deposited: | 16 Oct 2007 |
| Last modified: | 04 Oct 2012 12:10 |
| URI: | http://strathprints.strath.ac.uk/id/eprint/4308 |
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