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

Huxham, Chris and Vangen, Siv (2000). Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world. Academy of Management Journal, 43(6), pp. 1159–1175.

URL:	http://www.jstor.org/stable/1556343
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Abstract

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.

Item Type:	Journal Article
ISSN:	0001-4273
Academic Unit/Department:	Open University Business School
Item ID:	16221
Depositing User:	Siv Vangen
Date Deposited:	12 May 2009 09:27
Last Modified:	22 Oct 2012 10:42
URI:	http://oro.open.ac.uk/id/eprint/16221

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