Establishing Transparent Interorganizational Relationships Through Shared Goals for Anti-corruption in Brazil

2018 ◽  
pp. 497-509
Author(s):  
Bruna Diirr ◽  
Claudia Cappelli
Keyword(s):  
Interorganizational Relationships ◽  
Shared Goals

‘Many kyne and few that dothe for me’

2018 ◽  
Author(s):  
Nicola Clark
Keyword(s):  
Family Relationships ◽  
The Family ◽  
The Everyday ◽  
Shared Goals ◽  
Family Groups

Family relationships were the cornerstone of society, especially for women, whose time was often spent advancing their kin. But not every relationship between kin could be positive all of the time, and this is as true for women as for men. Noble dynasties are often presented either as a series of coherent family groups united in pursuit of shared goals, or, conversely, as disparate individuals as likely to fight as unite, and women are not always given space in these interpretations. Yet this need not be an either/or choice. While both these interpretations might be true under extraordinary circumstances, even the Howards did not live every moment under such intense pressures. This chapter examines the everyday relationships between the Howard women and their kin, arguing that the family were neither automatically united nor wholly disunited.

The Decision Process of Contracting in Supply Chain Management

2020 ◽  
Author(s):  
Jens K. Roehrich ◽  
Beverly B. Tyler ◽  
Jas Kalra ◽  
Brian Squire
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Decision Process ◽  
Interorganizational Relationships ◽  
Future Research ◽  
Theoretical Frameworks ◽  
Chain Management ◽  
Research And Practice ◽  
Future Developments ◽  
The Relationship

Contracts are a formal mode of governing interorganizational relationships. They specify the terms and conditions of the agreement between two parties, interpret and adapt the relevant legal and industrial norms, serve as framing devices, and establish the rules and norms underpinning the relationship. The objective of this chapter is to synthesize the extant literature on interorganizational contracting to guide future research and practice. This chapter focuses on the three phases of contracting: (1) designing the contracting portfolio; (2) negotiating initial contracts; and (3) managing the relationship using contracts. The chapter explores the key decisions in each phase and the criteria involved in making these decisions. In doing so, it draws on existing research and theoretical frameworks that have contributed to the development of the contracting literature. The chapter also identifies some important and interesting directions for future contracting research and offers suggestions regarding how selected theoretical lenses might guide these endeavors. The principal conclusion is that while the existing research has primarily focused on the structural issues guiding contracting design, a more processual, social, and behavioral focus is required in future developments of the contracting literature.

scholarly journals Rethinking Virtual Teams for Streamlined Development

2008 ◽  
pp. 1646-1664 ◽  
Author(s):  
Andreas Larsson ◽  
Tobias Larsson ◽  
Nicklas Bylund ◽  
Ola Isaksson
Keyword(s):  
Product Development ◽  
Virtual Teams ◽  
Current Understanding ◽  
Fuzzy Front End ◽  
Front End ◽  
Shared Culture ◽  
Shared Goals ◽  
Contractual Agreements ◽  
Traditional Approaches ◽  
Risky Business

Much of the research on creative teams tends to focus mainly on relatively small teams working in the fuzzy front-end of product development. In this chapter, we bring a complementary perspective from an industry context where creativity is often perceived as risky business—yet a precondition for success. Here, we focus closely on people and teams that might not usually describe their own work to be of a primarily ‘creative’ nature, and that currently work under circumstances where traditional approaches for enhancing creativity might no longer be applicable. Drawing from experiences in automotive and aerospace development, we argue that it is time to radically progress our current understanding of how creativity could be introduced in organizations where factors like legal demands and contractual agreements severely restrict ‘outside-the-box’ thinking, and where well-known creativity enablers such as trust, shared goals, and shared culture are becoming increasingly difficult to accomplish.

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