By Edwin Kaats, Wilfrid Opheij
This booklet specializes in the stipulations for promising collaboration. Collaboration is changing into a dominant tool in latest economic climate and society and manifests itself in lots of shapes and types. it's a demanding device which nonetheless is not good understood and poses the company group in entrance of a few hard dilemma's. We place collaboration as a multidisciplinary phenomenon and - in accordance with years of study and as reflective practitioners - provide a finished version for interpreting and designing collaborative methods that's either scientifically rooted and acceptable in perform. a greater knowing of collaborative strategies will increase the luck of alliances, networks, chains and strategic partnerships. as well as this we glance to the way forward for organizing from a collaborative viewpoint and tackle the demanding situations ahead.
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Additional resources for Creating Conditions for Promising Collaboration: Alliances, Networks, Chains, Strategic Partnerships
The procedures are however much more clearly formulated and have a substantially bigger impact. Transgressing the procedures of, for example, confidentiality will not only potentially compromise the relationship, but is potentially a threat to the continuity of the cooperating organizations. Procedures rely on confidentiality, admission, withdrawal, appreciation/valuation and the division of the development, copyrights and property rights, and so on. The organizational principle, in the entrepreneurial partnership, is to take these procedural aspects of the partnership seriously and to organize them well.
You also need 30 2 Collaboration: A Fundamental Capability in Society to keep the energy up during the realization process; which is also not always equally easy. Personnel instability Partnerships rely on the people who fulfill the key roles. Changes in personnel are always key moments. New people will invariably want to impress their own signature on the partnership, especially in the case of a personal fit, and this might not make things any easier to run. Pseudo-collaboration Pseudo-collaboration is often a case of an ‘executive club’: executives who like to meet up at managerial level and like to get into serious discussions on the related themes of the day.
By exchanging knowledge and experience, the organizations learn from one another and create healthy conditions for the fulfillment of the assignment. The organizations in the case outlined above made collective agreements about the way they deal with a specific facet of their operations (natural goals) or, for example, about the standardized way they use information sources. The partners are not exclusively bound together, and they collaborate on an equal footing. This does not mean that the participating organizations are all the same size, but that they are equals, because they have comparable levels of authority in the fields in which they collaborate.