Interorganizational Collaborations

2014 ◽  
pp. 756-756
Keyword(s):  
Interorganizational Collaborations

Leadership in an interorganizational collaboration: A qualitative study of a statewide interagency taskforce

2018 ◽  
Vol 72 (2) ◽  
pp. 397-419 ◽  
Author(s):  
Michael W Kramer ◽  
Eric Anthony Day ◽  
Christopher Nguyen ◽  
Carrisa S Hoelscher ◽  
Olivia D Cooper
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Full Range ◽  
Health And Safety ◽  
Strategic Plan ◽  
The United States ◽  
Leadership Theories ◽  
Full Range Leadership ◽  
Interorganizational Collaborations ◽  
Over Time

The increased reliance on interorganizational collaborations (ICs) has created new challenges for leaders. They must attempt to apply leadership theories and behaviors developed primarily for leading within one organization or group to leading collaborations of multiple organizations and stakeholders. To provide insight into this issue, this study examines leadership behavior in an IC developing a strategic plan to promote changes to address public health and safety concerns related to substance abuse. Combining observations and interviews, we followed a statewide interagency taskforce in a southwestern state of the United States from its inception through completion of its strategic plan within a 10-month deadline. Findings show different leadership behaviors were integrated and evolved over time to strike a balance between decision-making effectiveness and efficiency. In particular, the findings support recent research on examining leadership behavior holistically to develop a ‘fuller full-range’ leadership perspective (Antonakis and House, 2014), especially in terms of how collectivistic and instrumental leadership should complement transformational leadership, and by demonstrating that the combinations of leadership change over time and occur at multiple levels. These findings provide guidance for future practice and research on ICs promoting change.

scholarly journals Overcoming the Challenges of Collaboratively Adopting Artificial Intelligence in the Public Sector

2020 ◽  
pp. 089443932097995
Author(s):  
Averill Campion ◽  
Mila Gasco-Hernandez ◽  
Slava Jankin Mikhaylov ◽  
Marc Esteve
Keyword(s):  
Artificial Intelligence ◽  
Data Sharing ◽  
Research University ◽  
Steady Increase ◽  
Organizational Routines ◽  
Privacy And Security ◽  
Collaborative Project ◽  
The Public ◽  
Interorganizational Collaborations

Despite the current popularity of artificial intelligence (AI) and a steady increase in publications over time, few studies have investigated AI in public contexts. As a result, assumptions about the drivers, challenges, and impacts of AI in government are far from conclusive. By using a case study that involves a large research university in England and two different county councils in a multiyear collaborative project around AI, we study the challenges that interorganizational collaborations face in adopting AI tools and implementing organizational routines to address them. Our findings reveal the most important challenges facing such collaborations: a resistance to sharing data due to privacy and security concerns, insufficient understanding of the required and available data, a lack of alignment between project interests and expectations around data sharing, and a lack of engagement across organizational hierarchy. Organizational routines capable of overcoming such challenges include working on-site, presenting the benefits of data sharing, reframing problems, designating joint appointments and boundary spanners, and connecting participants in the collaboration at all levels around project design and purpose.

Coping with Value Conflicts in Interorganizational Collaborations

2018 ◽  
Vol 1 (4) ◽  
pp. 239-255 ◽  
Author(s):  
Stephen B Page ◽  
Melissa M Stone ◽  
John M Bryson ◽  
Barbara C Crosby
Keyword(s):  
Value Conflicts ◽  
Interorganizational Collaborations

Cultural Interoperability in Interorganizational Collaborations

2021 ◽  
pp. 34-50
Author(s):  
Peter Essens ◽  
Frederik Wermser ◽  
Susanne Täuber
Keyword(s):  
Interorganizational Collaborations

The strategic role of relational bonding in interorganizational collaborations

1998 ◽  
Vol 4 (2) ◽  
pp. 85-107 ◽  
Author(s):  
Mb Sarkar ◽  
Preet S. Aulakh ◽  
S.Tamer Cavusgil
Keyword(s):  
Strategic Role ◽  
Interorganizational Collaborations

scholarly journals Identification of factors and outcomes of trust in mobile supply chains

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nassim Ghondaghsaz ◽  
Sven Engesser
Keyword(s):  
Supply Chains ◽  
Conceptual Model ◽  
The Body ◽  
Structured Interviews ◽  
Related Factors ◽  
Stakeholder Collaboration ◽  
Content Type ◽  
Building Trust ◽  
Body Of Knowledge ◽  
Interorganizational Collaborations

PurposeThe main purpose of this paper is the identification of the conceptualization of trust as well as its factors and outcomes in interorganizational relations in mobile supply chains (MSCs) in which multiple stakeholders collaborate.Design/methodology/approachThe authors first used a comprehensive literature review to extract related factors and outcomes of trust. Second, the authors conducted semi-structured interviews in chemical and pharmaceutical companies in Germany. These organizations stand out as leaders in the concept of MSCs and have developed collaborations with various stakeholders.FindingsBased on the results, a conceptual model has been developed that elaborates on the nature of trust and its factors and outcomes for cultivating trustful stakeholder collaboration. The study identifies six factors or approaches for building trust and two outcomes resulting from mutual trust.Practical implicationsThe conceptual model presented in this study can serve as a basis for developing trust in MSCs. Interorganizational collaborations in MSCs are more successful when saturated with trust. The collaboration systems must allow the innovative organizations to create value through the adaptation of advanced technologies without failure.Originality/valueThe study adds to the body of knowledge in building trust in multiple stakeholder collaboration, particularly in innovative organizations which are involved with disruptive technologies.

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