Although difficult, complicated, and sometimes discouraging, collaboration is recognized as a viable approach for addressing uncertain, complex and wicked problems. Collaborations can attract resources, increase efficiency, and facilitate visions of mutual benefit that can ignite common desires of partners to work across and within sectors. An important question remains: How to enable successful collaboration? Inter-Organizational Collaboration by Design examines how these types of collaborations can overcome barriers to innovate and rejuvenate communities outlining the factors and antecedents that influence successful collaboration. The book proposes a theoretical perspective for collaborators to adopt design science (a solution finding approach utilizing end-user-centered research, prototyping, and collective creativity to strengthen individuals, teams, and organizations), the language of designers, and a design attitude as an empirically informed pathway for better managing the complexities inherent in collaboration. Through an integrated framework, evidence-based tools and strategies for building successful collaboration is articulated where successful collaboration performance facilitates innovation and rejuvenation. This volume will be essential reading for academics, researchers, leaders and managers in nonprofit, private, and government sectors interested in building better collaborations.

Inter-organizational relations (IOR), the study of Strategic Alliances, Joint Ventures, Partnerships, Networks and other forms of relationship between organizations, is a field of study that has burgeoned over the last four decades, but is fragemented, drawing contributions from a wide variety of disciplines, theoretical bases, and sectoral interests. The Oxford Handbook of Inter-Organizational Relations provides a structured overview of the field. With contributions from leading international experts on their particular areas of expertise, it is an authoritative introduction to its research findings. The material is organized in three main sections. The first relates to research that focuses on particular manifestations of IORs such as industry, supply, policy and project networks, public and voluntary sector partnerships, strategic alliances, and so on. The second section relates to research that stems from distinct disciplinary or theoretical bases, including, institutional theory, social networks, evolutionary theory, transaction cost economics, management process, psychology, critical theory political theory, economic geography, and the legal perspective. The third section focuses on key topics in contemporary IOR topics--or those that will become so in the future. These include, trust, power, development interventions, social capital, learning and knowledge, dynamics and change, and evaluation. About the Series Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.

This volume contains two Open Access chapters. Volume 64 of Research in the Sociology of Organizations takes stock of research on processes of inter-organizational collaboration and explores new topics that call for inquiry.

​Using the domain of crisis management, Christian Reuter explores challenges and opportunities for technology design in emergent environments. He therefore empirically analyzes collaborative work in inter-organizational crisis – such as the police, fire departments, energy network operators and citizens – in order to identify collaboration practices that reveal work infrastructure limitations. He also designs, implements and evaluates novel concepts and ICT artifacts towards the support of emergent collaboration. Besides the discovery of potential organizational effects on the ability to deal with emergence he presents methodological implications for technology design.

The first of its kind, this Handbook mobilizes research on an emerging phenomenon, Open Strategy. As new technologies and societal pressures have precipitated employees, business partners, shareholder groups and other stakeholders into deeper involvement in strategy, various Open Strategy initiatives now promise greater transparency and inclusion in the strategy process. Providing a wide-ranging introduction to the concept of Open Strategy and its various dimensions, the chapters of this Handbook detail key practices, discuss the roles of technology, and propose various theoretical perspectives for researching Open Strategy. Finally, this Handbook addresses the ongoing challenges and politics involved in Open Strategy. It will appeal to organization and strategy scholars, master's students in business and management, practitioners, such as consultants and strategy staff in established firms, and anyone concerned with new trends in strategy development and its implications for organizations and their members.

To survive and thrive in the competition, firms have strived to achieve greater supply chain collaboration to leverage the resources and knowledge of suppliers and customers. Internet based technologies, particularly interorganizational systems, further extend the firms’ opportunities to strengthen their supply chain partnerships and share real-time information to optimize their operations. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture explores the nature and characteristics, antecedents, and consequences of supply chain collaboration from multiple theoretical perspectives. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture conceptualizes supply chain collaboration as seven interconnecting elements including information sharing, incentive alignment, goal congruence, decision synchronization, resource sharing, as well as communication and joint knowledge creation. These seven components define the occurrence of collaborative efforts and allow us to explain supply chain collaboration more precisely. Collaborative advantages are also divided into five components to capture the joint competitive advantages and benefits among supply chain partners. The definitions and measures developed here examine some central issue surrounding supply chain development but this is also followed up with real-life managerial practicalities. This balance of theory and practical application makes Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture a strong resource for industry practitioners and researchers alike.

In Inter-organizational Competition: Does the Leader Cause Cohesion or Chaos?, author Dr. Joyce L. Suber capitalizes on the elements of competition and leadership. With stark realism, Suber shares a vast amount of information on these two elements by bringing to life the truth about the nature of leadership and competition within an organization. Dr. Suber is convinced that intra-organizational competition is negative and has an increased potential to impede team performance and relationships. Business-oriented relationships are extremely important to create sustainable organizations. Past research has suggested intra-organizational competition may be debilitating on teamwork within an organization. In light of this, Dr. Suber examines if a particular leadership style encourages the growth of non-productive, negative competition within intra-organizational environments. Additionally, this book explores whether leaders need to be mindful of the fact their particular leadership style. The focus of the research model is elite leaders and their direct reports from varied industries. Suber's findings challenges leadership theorists to re-examine how other conduits influence leadership style (i.e., communication style) and the consequences of style (i.e., organizational culture) against the effects of intra-organizational competition.