大葉大學圖書館 |

Complex collaboration[electronic resource] :building the capabilities for working across boundaries /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4022
書名/作者:	Complex collaboration : building the capabilities for working across boundaries // edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein.
其他作者:	Beyerlein, Michael Martin.
出版者:	Bingley, U.K. : : Emerald,, 2004.
面頁冊數:	1 online resource (xviii, 286 p.).
標題:	Personnel management.
ISBN:	9781849502887 (electronic bk.)
內容註:	Developing complex collaborations : basic principles to guide designand implementation / Don Mankin, Susan Cohen, Stephen P. Fitzgerald --Complex collaborations : the case of a business school and its complexnetwork of relationships / Peter Lorange -- Integrating perspectives :a multidimensional construct of collaborative capability / Melanie Schreiner, Daniel Corsten -- The collaborative capacity framework : from local teams to global alliances / Stephen P. Fitzgerald -- Leading complex collaboration in network organizations : a multidisciplinary approach / Karen L. Higgins, Joseph A. Maciariello -- Skonk works here : activating network social capital in complex collaborations / LuAnne R. Johnson, David Knoke -- Managing value and vulnerability in complex collaborations : allying with competitors / Joseph P. McGill, Michael D. Santoro -- Co-development : collaborating across boundaries on joint strike fighter / Jude G. Olson -- Not your stepping stone : collaboration and the dynamics of firm evolution in the life sciences / Kenneth W. Koput,Walter W. Powell -- The impact of collaborative motivation on complex multi-agency partnerships : a case study of the United Kingdom / JanineStiles, Paul Williams -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein.
摘要、提要註:	Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges ofmanaging such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages,and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters inthis volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understandingthese complex alliances and partnerships.
電子資源:	http://www.emeraldinsight.com/1572-0977/10

Complex collaboration[electronic resource] :building the capabilities for working across boundaries /
Complex collaborationbuilding the capabilities for working across boundaries /[electronic resource] :edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein. - Bingley, U.K. :Emerald,2004. - 1 online resource (xviii, 286 p.). - Advances in interdisciplinary studies of work teams,v. 101572-0977 ;. - Advances in interdisciplinary studies of work teams ;v. 10..

Developing complex collaborations : basic principles to guide designand implementation / Don Mankin, Susan Cohen, Stephen P. Fitzgerald --Complex collaborations : the case of a business school and its complexnetwork of relationships / Peter Lorange -- Integrating perspectives :a multidimensional construct of collaborative capability / Melanie Schreiner, Daniel Corsten -- The collaborative capacity framework : from local teams to global alliances / Stephen P. Fitzgerald -- Leading complex collaboration in network organizations : a multidisciplinary approach / Karen L. Higgins, Joseph A. Maciariello -- Skonk works here : activating network social capital in complex collaborations / LuAnne R. Johnson, David Knoke -- Managing value and vulnerability in complex collaborations : allying with competitors / Joseph P. McGill, Michael D. Santoro -- Co-development : collaborating across boundaries on joint strike fighter / Jude G. Olson -- Not your stepping stone : collaboration and the dynamics of firm evolution in the life sciences / Kenneth W. Koput,Walter W. Powell -- The impact of collaborative motivation on complex multi-agency partnerships : a case study of the United Kingdom / JanineStiles, Paul Williams -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein.

Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges ofmanaging such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages,and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters inthis volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understandingthese complex alliances and partnerships.

ISBN: 9781849502887 (electronic bk.)Subjects--Topical Terms:

168088
Personnel management.

LC Class. No.: HF5549 / .C66 2004

Dewey Class. No.: 658.4022

Complex collaboration[electronic resource] :building the capabilities for working across boundaries /
LDR:03723nam 2200289Ka 4500 001 336896
003 UtOrBLW
005 20101115152719.0
006 m d
007 cr un|||||||||
008 110620s2004 enk o 000 0 eng d
020 $a 9781849502887 (electronic bk.)
035 $a bslw06327456
040 $a UtOrBLW $c UtOrBLW
050 4 $a HF5549 $b .C66 2004
072 7 $a KJM $2 bicssc
072 7 $a BUS $2 bicssc
072 7 $a BUS041000 $2 bisacsh
072 7 $a PSY003000 $2 bisacsh
082 0 4 $a 658.4022 $2 22
245 0 0 $a Complex collaboration $h [electronic resource] : $b building the capabilities for working across boundaries / $c edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein.
260 $a Bingley, U.K. : $b Emerald, $c 2004.
300 $a 1 online resource (xviii, 286 p.).
490 1 $a Advances in interdisciplinary studies of work teams, $x 1572-0977 ; $v v. 10
505 0 $a Developing complex collaborations : basic principles to guide designand implementation / Don Mankin, Susan Cohen, Stephen P. Fitzgerald --Complex collaborations : the case of a business school and its complexnetwork of relationships / Peter Lorange -- Integrating perspectives :a multidimensional construct of collaborative capability / Melanie Schreiner, Daniel Corsten -- The collaborative capacity framework : from local teams to global alliances / Stephen P. Fitzgerald -- Leading complex collaboration in network organizations : a multidisciplinary approach / Karen L. Higgins, Joseph A. Maciariello -- Skonk works here : activating network social capital in complex collaborations / LuAnne R. Johnson, David Knoke -- Managing value and vulnerability in complex collaborations : allying with competitors / Joseph P. McGill, Michael D. Santoro -- Co-development : collaborating across boundaries on joint strike fighter / Jude G. Olson -- Not your stepping stone : collaboration and the dynamics of firm evolution in the life sciences / Kenneth W. Koput,Walter W. Powell -- The impact of collaborative motivation on complex multi-agency partnerships : a case study of the United Kingdom / JanineStiles, Paul Williams -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein.
520 $a Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges ofmanaging such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages,and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters inthis volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understandingthese complex alliances and partnerships.
650 0 $a Personnel management. $3 168088
700 1 $a Beyerlein, Michael Martin. $3 401311
700 1 $a Johnson, D. A. $3 401312
700 1 $a Beyerlein, Susan T. $3 401313
776 1 $z 9780762311323
830 0 $a Advances in interdisciplinary studies of work teams ; $v v. 10. $3 401314
856 4 0 $u http://www.emeraldinsight.com/1572-0977/10