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Interorganisational learning: intentions and consequences

Hibbert, P.C. and Huxham, C. (2005) Interorganisational learning: intentions and consequences. In: Coalitions and Collisions. Wolf, United Kingdom, pp. 161-172. ISBN 9789058501301

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Abstract

Collaboration is in fashion. At least, it is supposed to; otherwise, actors would not look for collaboration partners but rather go at it alone. However, empirical evidence shows that collaboration partners collide with each other, for different reasons and with different consequences for their common goal.Researching coalitions in collaborative settings helps at understanding the causes and consequences of collisions and eventually at avoiding or coping with conflicts.This volume represents the discussion of the 11th MOPAN conference, entitled „Coalitions and Collisions'. MOPAN research focuses on Multi-Organisational Partnerships, Alliances, and Networks. The chapters of this book discuss different methodological, theoretical and empirical topics that are structured around a number of relevant themes, namely 'Managing Differences in collaboration research', 'The status of theory and practice in multi/inter organisational relations', 'Sources of organizational relationship capabilities', 'Natural sustain-ability and North-South collaboration', 'The knowledge space: An enacted context for knowledge-based coalitions and collisions', 'Collaboration and Commensura-bility: Shared Meaning, Joint Actions or Both?', and 'Coalitions and Collisions'. The contributions to this book stem from an international group of researchers and practitioners, who describe their research and experiences in collaborations, such as strategic alliances, Public-Private-Partnerships or international networks of non-profit organisations. This book contributes to a better understanding of what partnerships, alliances and networks are, how they function, what they mean for the interaction partners and for the world outside the networks.

Item type: Book Section
ID code: 9514
Keywords: interorganisational learning, collaborations, strategic alliances, Management. Industrial Management
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
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Depositing user: Strathprints Administrator
Date Deposited: 24 Mar 2010 11:34
Last modified: 17 Jul 2013 13:17
URI: http://strathprints.strath.ac.uk/id/eprint/9514

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