
Contents
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Introduction Introduction
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Research Approaches, Methodologies, and Underlying Theories Research Approaches, Methodologies, and Underlying Theories
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Management Insights Typified Management Insights Typified
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Conceptualizing the Nature of Collaboration Conceptualizing the Nature of Collaboration
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Category I—Life‐Cycles, Phases, and Stages Category I—Life‐Cycles, Phases, and Stages
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Category II—Analytic Conceptualizations—Typologies, Models, and Diagnostics Category II—Analytic Conceptualizations—Typologies, Models, and Diagnostics
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Category III—Success and Failure Factors Category III—Success and Failure Factors
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Establishing Responses Establishing Responses
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Category IV—Competencies, Behaviours, and Tasks Category IV—Competencies, Behaviours, and Tasks
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Category V—Guidelines and Process Steps Category V—Guidelines and Process Steps
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Category VI—Tools and Facilitation Category VI—Tools and Facilitation
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Another Way: Category VII—The Themes Approach and Reflective Practice Another Way: Category VII—The Themes Approach and Reflective Practice
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Conclusion—Areas for Further Research Conclusion—Areas for Further Research
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Specific Topics for Further Research Specific Topics for Further Research
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A Reorientation of Research in the Field A Reorientation of Research in the Field
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References References
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15 Managing Collaborative Inter‐organizational Relations
Get accessPaul Hibbert is Lecturer in Management at the University of Strathclyde. He is also convenor of the British Academy of Management's Special Interest Group on Inter‐organizational Relations. He is interested in how critical management studies can inform both theory and practice through reflective and reflexive perspectives, and in supporting such perspectives through revealing how management practice is constructed. Paul has received a Best Paper award from the Identity Division of the British Academy of Management and (with co‐author, Chris Huxham) the Academy of Management's Rupert F. Chisholm award for the best theory‐to‐practice article.
Chris Huxham is a Senior Fellow of the ESRC /EPSRC Advanced Institute of Management Research, Professor of Management at the University of Strathclyde Business School and Chair of the British Academy of Management. She has been researching in this area for more than 17 years and has a large number of publications in the area. She has three times received awards from the Academy of Management for articles based on this work. This work is brought together in her book, Managing to Collaborate: the Theory and Practice of Collaborative Advantage (Routledge, 2005). She is editor of Creating Collaborative Advantage (Sage, 1996), which brought together contributions from authors in the United States and Europe. She was Founding Convenor of the British Academy of Management's Special Interest Group on Inter-Organizational Relations and co-founder of the annual International Conference on Multi-organizational Partnerships, Alliances and Networks (MOPAN), now in its fourteenth year.
Peter Smith Ring has been a faculty member at Loyola Marymount University since 1990, and Professor of Strategic Management since 1994. Previously, he was an Associate Professor on the faculty at the Carlson School of Management, University of Minnesota. Professor Ring has been engaged in the study of cooperative inter-organizational relationships since 1984. His research focuses on networks and strategic alliances, the processes for managing strategic alliances, the role of trust in inter-organizational relationships, and public sector-private sector collaboration. The results of this research have been published in a number of leading journals as well as in a number of chapters in research monographs. Professor Ring has been a Fulbright Scholar at Nanyang Business School, Republic of Singapore and a visiting research scholar and/or visiting professor at a wide range of leading international universities.
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Published:02 September 2009
Cite
Abstract
This article discusses the jungle of theories and approaches that abound today in works applied to the management of relations between organizations. It discusses the actions of ‘individuals’ who may be thought of as managers of an inter-organizational entity (IOE). It also explores research that describes organizational capabilities — in the sense of building them — as a product of, and an enactment through, managerial action. It address the various ways in which this kind of research has been conducted, including a discussion of the various methodologies and underlying theories that provide foundations for discussions of the management challenges inherent in dealing with collaboration and areas of substantive focus. Finally, this article closes with a discussion of significant gaps in the literature that require future research.
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