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Full Description
Many organizations today operate across boundaries - both internal and external to the organization. Exploring concepts and theories about different organizational, inter-organizational and international contexts, this student reader aids understanding of the individual's experience of working within and across such boundaries. The book adopts a critical approach to individual experience and highlights the complexities inherent in these different layers and levels of organizing.
Comprising a collection of key articles and extracts presented in a readable accessible way, this book also features an introductory chapter which provides an overall critique of the book. Each part features a brief introduction before analyzing the following key themes:
managing aims
power and politics
cultural diversity
international management perspectives
the darker side of collaborative arrangements
Some of the readings will specifically address collaboration 'head on' whilst others will provide an important context or highlight significant theoretical and practical issues that are considered relevant and interesting within the framework of the themes presented. As such, this book differs from existing titles as it sits bestride collaboration and organizational behaviour / theory in order to inform learning of exchange relationships on inter-personal, intra-organizational, and inter-organizational levels. The articles included are selected as critical in approach, straddling and addressing the central contexts described above, and highlighting the experience-centred nature of learning that can be derived from the content presented.
This comprehensive reference will be useful supplementary reading for organizational behaviour courses as well as core reading for those students undertaking research on collaboration.
Contents
Introduction 1. Learning from and through Collaborations Part I: Managing Aims 2. Goal Setting: A Five-Step Approach to Behavior Change 3. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting 4. What Goals do Business Leaders Pursue?: A Study in Fifteen Countries 5. The Role of Goals in the Management of Supply Chain Networks Part II: Power and Politics 6. The Prince 7. Management and Machiavelli 8. Understanding Power in Organizations 9. The Dialectic of Social Exchange: Theorizing Corporate-Social Enterprise Collaboration Part III: Cultural Diversity 10. Hofstede's Model of National Cultural Differences and their Consequences: A Triumph of Faith - A Failure of Analysis 11. Organizational Culture and Leadership 12. Working at the Rat 13. Managing Multicultural Teams Part IV: International Management Perspectives 14. The Growth of Alliances in the Knowledge Based Economy 15. Competition for Competence and Inter-Partner Learning within Strategic Alliances 16. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks among Asian and Western Firms 17. Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence Part V: The Darker Side of Collaborative Arrangements 18. History as Cause: Columbia and Challenger 19. Whistleblowing and its Quandries 20. The Emperor's New Clothes: Why Boards and Managers find Accountability Relationships Difficult
