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Doing things collaboratively: realising the advantage or succumbing to inertia?

Huxham, Chris and Vangen, Siv (2009). Doing things collaboratively: realising the advantage or succumbing to inertia? In: van Zwanenberg, Zoë ed. Leadership in Social Care. Research Highlights in Social Work. London: Jessica Kingsley Publishers, pp. 71–87.

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Clearly there is a dilemma between advantage and inertia. The key question seems to be: If achievement of collaborative advantage is the goal for those who initiate collaborative arrangements, why is collaborative inertia so often the outcome? To address this question, and the question of what managers can do about it, we will present a set of seven overlapping perspectives on collaborative management. This is extracted from the theory of collaborative advantage, which has derived from extensive action research over 15 years. We have worked with practitioners of collaboration, in the capacity of facilitators, consultants and trainers, in a wide variety of collaborative situations. We have kept detailed records about the challenges and dilemmas faced by managers, and of comments they make in the course of enacting their collaborative endeavours. Many such statements are reproduced as illustrative examples in this article.

Item Type: Book Section
Copyright Holders: 2010 Robert Gordon University, Research Highlights Advisory Group, School of Applied Social Studies
ISBN: 1-84310-969-7, 978-1-84310-969-3
Keywords: social work administration; social case work; social service; leadership
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 23956
Depositing User: Beryl Ridgway
Date Deposited: 27 Nov 2013 14:55
Last Modified: 15 Apr 2019 16:29
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