Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world

This article contributes to the theory if collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizational collaborations. We conceptualize leadership in collaborations as stemming from three leadership media - structures, processes, and participants - and argue that none of these is wholly within the control of the members of a collaboration. Leadership activities that participants undertake in order to move a collaborative agenda forward are described

The field of inter-organizational relations : a jungle or an Italian garden?

Each chapter in this Handbook contains an explicit assessment of priorities for future research that would extend and deepen an understanding of IOR. Given the diversity of contributions to this volume, it is perhaps not surprising that recommendations for future research are varied. And because the three sets of contributions start from different points-empirical manifestations, theoretical and disciplinary perspectives, and thematic interests-so the recommendations, too, might be expected to lead along different paths, 'cutting' and framing future research topics in different ways. Nevertheless, as others have suggested (Brass et al. 2005) it is possible to see some points of convergence across all three parts of the Handbook. We begin our discussion of the contributions and suggestions for the future by focusing on these points of convergence. We then look in turn at the specific ideas that emerge from, and relate to, the specific framings of each of the parts. Finally, we draw together insights about methodological issues

The Tangled Web: Unraveling the Principle of Common Goals in Collaborations

This article addresses a “goals paradox” that suggests that both congruence and diversity in organizations’ goals influence success in collaboration. Using extensive empirical data, we develop a framework that portrays goals as an entangled, dynamic, and ambiguously hierarchical web of variously perceived, higher- and lower-level goals that can be characterized across six dimensions: level, origin, authenticity, relevance, content, and overtness. We then explore the paradox in terms of the framework and so propose a much elaborated theoretical understanding of it. This provides theoretical and practical understanding relevant to management and governance in and of collaboration

Networks as perspective on policy and implementation

This article discusses the jungle of theories and approaches that abound today in works applied to the management of relations between organizations. It discusses the actions of 'individuals' who may be thought of as managers of an inter-organizational entity (IOE). It also explores research that describes organizational capabilities - in the sense of building them - as a product of, and an enactment through, managerial action. It address the various ways in which this kind of research has been conducted, including a discussion of the various methodologies and underlying theories that provide foundations for discussions of the management challenges inherent in dealing with collaboration and areas of substantive focus. Finally, this article closes with a discussion of significant gaps in the literature that require future research.</p

Authority and anomie in regional clusters

In this article we consider the nature and implications of barriers to collaborative process learning that may occur in regional clusters. Our approach is rooted in research in interorganizational collaboration and focuses on interview-based research in photonics clusters in: Scotland and the West Midlands in the United Kingdom; Berlin-Brandenburg in Germany; and Arizona in the United States of America. From this research we develop characterizations of the barriers to collaborative process learning in clusters at three levels of analysis—the macro, micro and meso levels. We also develop an integrated conceptualization of these barriers, which reveals a difficult tension between ‘authority’ and ‘anomie’. This tension has implications for the management of process learning, but also connects with recent debate about whether learning is most helpfully understood as an individual or collective process

Collective identity construction in international collaborations

This article explores the dynamic processes of collective identity formation among the participating organizational members in interorganizational collaborations that cross national boundaries. A longitudinal, qualitative multi-case study research approach was adopted in the empirical investigation of collective identity in three international business collaborations that involve a Sino-British strategic partnership, a Sino-Australian, and a Sino-Polish joint venture. Based on the analyses of the data collected from in-depth interviews, participant observation, and archival materials, a theoretical framework of collective identity (re)formation is developed. It suggests that two inseparable elements (states and processes) constitute a cyclic and enduring process of collective identity formation through partners’ orchestrating discursive resources involving a common sense of ‘we-ness’. The shifts between various states are driven by partners’ processes of negotiation, integration, solidification, and reformation of collective identity. A deconstruction process may also emerge, giving rise to the termination of the collaborative relationship. The research presented in this article advances the understanding of collective identity formation in the field of organizational identity by extending the discursive perspective of collective identity into the context of interorganizational collaborations that cross national borders. This research also provides further empirical evidence on the active role played by organizational members in the use of cultural narratives as strategic resources to express their identity beliefs, which differs from the deterministic view of culture in shaping organizational members’ behaviors

A silent cry for leadership : organizing for leading (in) clusters

Leadership research so far has neglected clusters as a particular context for leadership, while research on networks and clusters has hardly studied leadership issues. This paper fills this dual gap in the abundant research on leadership on the one hand and on networks/clusters on the other by investigating leadership in photonics clusters from a structuration perspective. Apart from giving an insight into the variety and patterns of leadership practices observed, the paper addresses the dilemma that regional innovation systems such as clusters usually have a critical need of some kind of leadership, but that neither individual nor organizational actors wish to be led. This dilemma can only be ‘managed’ by organizing for leading (in) clusters in a certain way

Nature-based Solutions for Climate Change Mitigation: Challenges and Opportunities for the ASEAN Region

Nature-based climate solutions (NbS) are widely available, scalable, and cost-effective mechanisms to sequester carbon and safeguard Southeast Asia’s large carbon stocks. In addition, NbS provide ample co-benefits such a reducing haze, protecting biodiversity and shorelines, ecosystem services, and can provide economic opportunities through carbon credits and small-scale economies

Introducing the theory of collaborative advantage

[About the book]: Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area. The New Public Governance sets out to explore this emergent field of research and to present a framework with which to understand it

Working together, key themes in the management of relationships between public and non-profit organizations

Describes some of the good practices and some of the problems connected with inter-organizational working, focusing on arrangements involving voluntary, community sector and public sector organizations. Discusses six themes raised by the groups. Identifies a number of implications for collaborative practice