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This book investigates the problems of effectively managing partnerships between organizations in the private, public and not for profit sectors, and highlights many of the pitfalls of an uncritical and quick fix approach to collaboration. It provides a conceptual framework that can be used to identify possible problems and to find solutions that can enable collaborative ventures to succeed. This framework enables academics, students and practising managers to assess and to devise solutions to the management problems connected to collaborative ventures.
List of contents
What Makes Practitioners Tick? Understanding Collaboration Practice and Practising Collaboration Understanding Managing Strategic Alliances Success: Determining the Influence Factors of Intent Within Partnerships The Forms and Purposes of Strategic Alliances In The European Banking Sector Alliances in the Natural Gas Vehicle Industry: An Application of Complexity to An Environmental Issue The Challenges of Multisector Collaboration In Community Development Leveraging Professional Knowledge in Healthcare Networks Through Integrated IT: The V-NBS Approach Knowledge and Trust in Partnership Formation International Staffing Patterns and Transaction Costs: Implications for Alliance Readiness and Firm Performance The Role of Power Relationships in Partnership Agreements Between Small and Large Buyers Joining Two Organization Units: Managing Cultural Threats and Possibilities Managing Effective Partnerships
About the author
RICHARD BUTLER Bradford University
CAROLYN ERDERNER Stuttgard Institute of Management and Technology
JAS GILL Bradford University
CHRIS HUXHAM Strathclyde Business School
ROBIN MATTHEWS Kingston University
FRANK MARTIN Kingston University
IAN C MORISON Loughborough University
DAVID SINK UALR
JAN STILES Henley Management College
ONGEMAR TORBIORN Stockholm University
REHAN UL-HAG Birmingham University
SIV VANGEN Strathclyde Business School
Summary
This book investigates the problems of effectively managing partnerships between organizations in the private, public and not for profit sectors, and highlights many of the pitfalls of an uncritical and quick fix approach to collaboration.
