Huxham, Chris and Vangen, Siv
Ambiguity, complexity and dynamics in the membership of collaboration.
Human Relations, 53(6) pp. 771–806.
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This paper is concerned with the role that membership structures of inter-organizational collaborations have on the achievement of collaborative advantage in the context of tackling social issues. Based on action research involving participants in a wide variety of collaborative situations, the paper aims to explore the nature of the membership of collaborations in practice. A picture of membership is built up from two perspectives. The first considers the structure of collaboration, and argues that ambiguity and complexity in structure may be demonstrated over many dimensions. The second adds another layer of complication through exploring the dynamics of the way in which membership structures change over time. The paper concludes by examining the implications for practitioners and policy makers of this picture in terms of its effect on the design of collaborations and on the factors which tend to lead to collaborative inertia instead of collaborative advantage.
||2000 The Tavistock Institute
||networks; alliances; management tension; action research; collaboration; collaborative advantage partnership
||Open University Business School
||12 May 2009 09:30
||20 Jul 2015 11:22
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