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Complex collaboration = building the capabilities for working across boundaries /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Complex collaboration/ edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein.
Reminder of title:	building the capabilities for working across boundaries /
other author:	Beyerlein, Michael Martin.
Published:	Bingley, U.K. :Emerald, : 2004.,
Description:	1 online resource (xviii, 286 p.).
Subject:	Personnel management. -
Online resource:	http://www.emeraldinsight.com/1572-0977/10
ISBN:	9781849502887 (electronic bk.)

Complex collaboration = building the capabilities for working across boundaries /
Complex collaborationbuilding the capabilities for working across boundaries /[electronic resource] :edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein. - Bingley, U.K. :Emerald,2004. - 1 online resource (xviii, 286 p.). - Advances in interdisciplinary studies of work teams,v. 101572-0977 ;. - Advances in interdisciplinary studies of work teams ;v. 7..

Developing complex collaborations : basic principles to guide designand implementation / Don Mankin, Susan Cohen, Stephen P. Fitzgerald --Complex collaborations : the case of a business school and its complexnetwork of relationships / Peter Lorange -- Integrating perspectives :a multidimensional construct of collaborative capability / Melanie Schreiner, Daniel Corsten -- The collaborative capacity framework : from local teams to global alliances / Stephen P. Fitzgerald -- Leading complex collaboration in network organizations : a multidisciplinary approach / Karen L. Higgins, Joseph A. Maciariello -- Skonk works here : activating network social capital in complex collaborations / LuAnne R. Johnson, David Knoke -- Managing value and vulnerability in complex collaborations : allying with competitors / Joseph P. McGill, Michael D. Santoro -- Co-development : collaborating across boundaries on joint strike fighter / Jude G. Olson -- Not your stepping stone : collaboration and the dynamics of firm evolution in the life sciences / Kenneth W. Koput,Walter W. Powell -- The impact of collaborative motivation on complex multi-agency partnerships : a case study of the United Kingdom / JanineStiles, Paul Williams -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein.

Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges ofmanaging such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages,and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters inthis volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understandingthese complex alliances and partnerships.

ISBN: 9781849502887 (electronic bk.)Subjects--Topical Terms:

96827
Personnel management.

LC Class. No.: HF5549 / .C66 2004

Dewey Class. No.: 352.6

Universal Decimal Class. No.: 005.95

Complex collaboration = building the capabilities for working across boundaries /
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520 $a Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges ofmanaging such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages,and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters inthis volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understandingthese complex alliances and partnerships.
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