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 (https://doi.org/10.1016/j.orgdyn.2004.01.006)

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.

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• Item metadata

  Item type:	Article
  ID code:	4308
  Dates:	Date Event 2004 Published
  Notes:	Also published as a chapter in Leadership in Social Care, van Zwanenberg Z. (ed.), Jessica Kingsley, 2009.
  Subjects:	Social Sciences > Industries. Land use. Labor > Management. Industrial Management
  Department:	Strathclyde Business School > Strategy and Organisation
  Depositing user:	Strathprints Administrator
  Date deposited:	16 Oct 2007
  Last modified:	29 Nov 2024 02:07
  URI:	https://strathprints.strath.ac.uk/id/eprint/4308