Meta-rule enhanced interoperation of operations, rules and processes for achieving dynamic inter-organizational collaboration

2012 ◽  
Author(s):  
Xuelian Xiao ◽  
Stanley Y. W. Su
Keyword(s):  
Organizational Collaboration

Achieving Collaborative Aims through Multiple Identity Construction: Managing a public inter-organizational collaboration

2015 ◽  
Vol 5 (1-2) ◽  
pp. 1-15
Author(s):  
Isidora Kourti
Keyword(s):  
Identity Construction ◽  
Public Services ◽  
Ethnographic Study ◽  
Effective Management ◽  
Collaborative Process ◽  
Stability And Change ◽  
Multiple Identity ◽  
Organizational Collaboration

Although public inter-organizational collaborations can offer better public services, their management is a complex endeavour and they often fail. This paper explores identity construction as a key aspect that assists in managing successfully these collaborations. The study draws upon a longitudinal ethnographic study with a Greek public inter-organizational collaboration. The research illustrates that managers should encourage partners to construct collaborative and non-collaborative identities in order to achieve the collaboration aims. It also suggests that managers should seek both stability and change in the collaborative process and offers four collaborative patterns for the effective management of public inter-organizational collaborations.

scholarly journals Design Practitioner’s Insights Regarding the Use of Co-Location in Design-Build

10.29007/qqdl ◽  
2020 ◽  
Author(s):  
Jeffrey Kim ◽  
Wesley Collins ◽  
J. Mark Taylor ◽  
Justin Miller ◽  
Jess Donnerberg
Keyword(s):  
Organizational Structure ◽  
Team Effectiveness ◽  
Communication Barriers ◽  
Delivery Method ◽  
Use Of Technology ◽  
Shared Space ◽  
Design Build ◽  
Project Size ◽  
Organizational Collaboration ◽  
Formal Communication

Co-location is a process that involves bringing the constituents of a project together in a shared space with the intent of enhancing team effectiveness. When used with the design-build delivery method, formal communication barriers are circumvented. However, do all the project constituents perceive the same value from co-location? This research examines the benefits of co-location when used for a design-build project and includes the perceptions of 101 Design Build Institute of America (DBIA) design practitioners. Within the responses, communication, collaboration, and team chemistry were the most highly ranked benefits with this group. However, the open-ended feedback indicated that project size and complexity, disruptions to intra-organizational collaboration, organizational structure incompatibility for co-location, the absence of the owner and the use of technology were found to be barriers against the use of co-location. Analyzing these perceptions and the barriers shed awareness into a process that may be perceived differently among its constituents – allowing for focus on ways in which to improve co-location.

Knowledge sources and innovation in the hotel industry

2018 ◽  
Vol 30 (6) ◽  
pp. 2537-2561 ◽  
Author(s):  
Julia Nieves ◽  
Gonzalo Diaz-Meneses
Keyword(s):  
Local Knowledge ◽  
Principal Component ◽  
Knowledge Sources ◽  
Specific Knowledge ◽  
Content Type ◽  
External Knowledge ◽  
Radical Innovations ◽  
External Agents ◽  
Non Local ◽  
Organizational Collaboration

PurposeThe purpose of this study is to identify the role played by external knowledge sources and intra-organizational collaboration as determinants of innovation in hotel firms. It proposes that local knowledge sources and intra-organizational collaboration determine the probability of producing incremental innovations, and that non-local knowledge sources determine the introduction of radical innovations.Design/methodology/approachDescriptive statistics made it possible to evaluate the importance of each of the external sources as the origin of ideas for innovation. Principal component analysis was used to find homogeneous groups based on the different knowledge sources contemplated. Multiple regression analysis was used to determine which variables predict a hotel’s capacity to introduce innovations.FindingsThe findings suggest a dissociation between innovations adopted by directly incorporating the specific knowledge provided by external agents and innovations that require the mediation of intra-organizational collaboration for their development.Research limitations/implicationsFuture qualitative studies can provide data that would considerably improve the understanding of how innovation processes are produced in hotel companies based on the use of external knowledge and how hotel firms develop spaces to exchange and combine internal knowledge.Practical implicationsHotel firms can adopt innovations by incorporating specific knowledge from external companies or by developing their own innovations based on information gathered from external agents or events (e.g. customers, attending trade fairs and professional conferences). The transformation of this information into innovations requires the establishment of internal communication channels that foment employees’ collaboration and exchange of information.Originality/valueThe study provides empirical evidence for the relevant role played by both external agents and intra-organizational relationships as sources of knowledge to foster innovation in hotel firms. External agents are classified as local and non-local sources, and their effect on innovation is analyzed, distinguishing between incremental and radical innovations.

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