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008			101115s2004 enk o 000 0 eng d
020			_a9781849502887 (electronic bk.) : _c£64.95 ; €94.95 ; $119.95
040			_aUtOrBLW _cUtOrBLW
050		4	_aHF5549 _b.C66 2004
072		7	_aKJM _2bicssc
072		7	_aBUS _2bicssc
072		7	_aBUS041000 _2bisacsh
072		7	_aPSY003000 _2bisacsh
080			_a005.95
082	0	4	_a352.6 _222
245	0	0	_aComplex collaboration _h[electronic resource] : _bbuilding the capabilities for working across boundaries / _cedited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein.
260			_aBingley, U.K. : _bEmerald, _c2004.
300			_a1 online resource (xviii, 286 p.).
490	1		_aAdvances in interdisciplinary studies of work teams, _x1572-0977 ; _vv. 10
505	0		_aDeveloping complex collaborations : basic principles to guide design and implementation / Don Mankin, Susan Cohen, Stephen P. Fitzgerald -- Complex collaborations : the case of a business school and its complex network of relationships / Peter Lorange -- Integrating perspectives : a multidimensional construct of collaborative capability / Melanie Schreiner, Daniel Corsten -- The collaborative capacity framework : from local teams to global alliances / Stephen P. Fitzgerald -- Leading complex collaboration in network organizations : a multidisciplinary approach / Karen L. Higgins, Joseph A. Maciariello -- Skonk works here : activating network social capital in complex collaborations / LuAnne R. Johnson, David Knoke -- Managing value and vulnerability in complex collaborations : allying with competitors / Joseph P. McGill, Michael D. Santoro -- Co-development : collaborating across boundaries on joint strike fighter / Jude G. Olson -- Not your stepping stone : collaboration and the dynamics of firm evolution in the life sciences / Kenneth W. Koput, Walter W. Powell -- The impact of collaborative motivation on complex multi-agency partnerships : a case study of the United Kingdom / Janine Stiles, Paul Williams -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein.
520			_aComplex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges of managing such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages, and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters in this volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understanding these complex alliances and partnerships.
588	0		_aPrint version record
650		0	_aPersonnel management.
700	1		_aBeyerlein, Michael Martin.
700	1		_aJohnson, D. A.
700	1		_aBeyerlein, Susan T.
776	1		_z9780762311323
830		0	_aAdvances in interdisciplinary studies of work teams ; _vv. 10.
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1016/S1572-0977(2004)10
913			_1BMEbacklist
999			_c31873 _d31873