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.
Table of Contents
Introduction 1. Learning from and through Collaborations (MariaLaura Di Domenico) Part I: Managing Aims Introduction (Siv Vangen) 2. Goal Setting: A Five-Step Approach to Behavior Change (Gary Latham) 3. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting (Lisa Ordo´n˜ez, Maurice Schweitzer, Adam Galinsky, and Max Bazerman) 4. What Goals do Business Leaders Pursue?: A Study in Fifteen Countries (Geert Hofstede, Cheryl Van Deusen, Carolyn Mueller, Thomas Charles and The Business Goals Network) 5. The Role of Goals in the Management of Supply Chain Networks (Taras Gagalyuk and Jon Hanf) Part II: Power and Politics Introduction (MariaLaura Di Domenico) 6. The Prince (Niccolò Machiavelli - translation by W. K. Marriott) 7. Management and Machiavelli (Anthony Jay) 8. Understanding Power in Organizations (Jeffrey Pfeffer) 9. The Dialectic of Social Exchange: Theorizing Corporate-Social Enterprise Collaboration (MariaLaura Di Domenico, Paul Tracey and Helen Haugh) Part III: Cultural Diversity Introduction (Nik Winchester) 10. Hofstede's Model of National Cultural Differences and their Consequences: A Triumph of Faith - A Failure of Analysis (Brendan McSweeney) 11. Organizational Culture and Leadership (Edgar Schein) 12. Working at the Rat (Jane Kuenz) 13. Managing Multicultural Teams (Jeanne Brett, Kristin Behfar and Mary Kern) Part IV: International Management Perspectives Introduction (Dev Kumar Boojihawon) 14. The Growth of Alliances in the Knowledge Based Economy (Farok Contractor and Peter Lorange) 15. Competition for Competence and Inter-Partner Learning within Strategic Alliances (Gary Hamel) 16. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks among Asian and Western Firms (Michael Hitt, Ho-Uk Lee and Emre Yucel) 17. Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence (Pernille Bjørn and Ojelanki Ngwenyama) Part V: The Darker Side of Collaborative Arrangements Introduction (Jill Mordaunt) 18. History as Cause: Columbia and Challenger (Diane Vaughan) 19. Whistleblowing and its Quandries (Robert Jackall) 20. The Emperor's New Clothes: Why Boards and Managers find Accountability Relationships Difficult (Jill Mordaunt)
MariaLaura Di Domenico is Reader in Organizational Behaviour at the University of Surrey School of Management, UK. Prior to this she was Lecturer in Organizational Behaviour at The Open University Business School, UK
Siv Vangen is Senior Lecturer of Management at The Open University, UK. She is co-author, with Chris Huxham, of Managing to Collaborate (also published by Routledge)
Nik Winchester is Lecturer in Management at The Open University Business School, UK
Dev Kumar Boojihawon is Lecturer in Strategic Management at The Open University Business School, UK
Jill Mordaunt is Senior Lecturer in Social Enterprise at The Open University, UK. She is co-editor of Thoughtful Fundraising (also published by Routledge)