What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding

Chris Huxham, Siv Vangen

    Research output: Chapter in Book/Report/Conference proceedingChapter

    Abstract

    The increasing emphasis on building relationships assets, on acquiring knowledge and the importance placed on learning has focused attention on the benefits of using collaborative ventures or partnerships between organizations. The allure of the collaboration as a quick fix to the problems brought about by changes such as the internationalization of business activities, privatisation programmes and technical change is strong and growing. This book investigates the problems of effectively managing partnerships between organizations and highlights many of the pitfalls of an uncritical and quick fix approach to collaboration. The authors find many problems connected to the evolution of collaborative ventures and examine the management issues from the pre-formation stage to the operation of mature partnerships. Potential problems connected to cultural differences, power and trust are identified and possible solutions are outlined. The management problems of partnerships are considered in private, public and not for profit sectors with a focus on generic rather than sector specific problems. Contributors use a variety of theoretical frameworks and evidence from empirical studies to investigate these issues. The editors go on to present a conceptual framework based on the analysis and evidence within the contributions that can be used to identify possible problems and find solutions that enable collaborative ventures to succeed.
    LanguageEnglish
    Title of host publicationEffective Collaboration
    Subtitle of host publicationManaging the Obstacles to Success
    Place of PublicationLondon
    Pages1-16
    Number of pages15
    Publication statusPublished - 10 Oct 2001

    Fingerprint

    Ticks
    Venture
    Cultural differences
    Empirical study
    Assets
    Internationalization
    Business activity
    Technical change
    Privatization
    Relationship building
    Public-private
    Issue management
    Theoretical framework
    Conceptual framework

    Keywords

    • partnerships
    • collaboration

    Cite this

    Huxham, C., & Vangen, S. (2001). What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding. In Effective Collaboration : Managing the Obstacles to Success (pp. 1-16). London.
    Huxham, Chris ; Vangen, Siv. / What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding. Effective Collaboration : Managing the Obstacles to Success. London, 2001. pp. 1-16
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    Huxham, C & Vangen, S 2001, What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding. in Effective Collaboration : Managing the Obstacles to Success. London, pp. 1-16.

    What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding. / Huxham, Chris; Vangen, Siv.

    Effective Collaboration : Managing the Obstacles to Success. London, 2001. p. 1-16.

    Research output: Chapter in Book/Report/Conference proceedingChapter

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    Huxham C, Vangen S. What makes practitioners tick? Understanding collaboration practice and practising collaborational understanding. In Effective Collaboration : Managing the Obstacles to Success. London. 2001. p. 1-16