Manifested attitudes: intricacies of inter-partner learning in collaboration

C. Huxham, P.C. Hibbert

    Research output: Contribution to journalArticle

    22 Citations (Scopus)

    Abstract

    This article is concerned with attitudes to learning in inter-organizational collaboration. Basic attitudes to learning evident in extant research -selfish, sharing and sidelined- are compared with those observed through research-oriented action research. A conceptualization based on a characterization of the attitudes observed in the research situations is produced. It models attitudes to learning in collaboration as bundles of varied stances relating to taking and giving knowledge from or to a partner, or excluding learning from the agenda altogether. The observations suggest that actual attitudes - which are evident at individual, community or organizational level - are much more varied than the basic attitudes and that they often include elements of all three -sidelined, selfish and sharing- motivations. The model acknowledges differences in perceptions of attitudes, differences of attitudes within partner organizations as well as between them, and differences in partners' attitudes to each other over time.
    LanguageEnglish
    Pages502-529
    Number of pages27
    JournalJournal of Management Studies
    Volume45
    Issue number3
    DOIs
    Publication statusPublished - 13 Dec 2007

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    Conceptualization
    Agenda
    Organizational level
    Inter-organizational collaboration

    Keywords

    • inter-partner learning
    • collaboration

    Cite this

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    Manifested attitudes: intricacies of inter-partner learning in collaboration. / Huxham, C.; Hibbert, P.C.

    In: Journal of Management Studies, Vol. 45, No. 3, 13.12.2007, p. 502-529.

    Research output: Contribution to journalArticle

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