The DOI matches its Crossref record; 43 of the 43 references it cites were found in a registry or an index.
Ambiguity, Complexity and Dynamics in the Membership of Collaboration
Abstract
This paper is concerned with the role that membership structures of inter-organizational collaborations have on the achievement of collaborative advantage in the context of tackling social issues. Based on action research involving participants in a wide variety of collaborative situations, the paper aims to explore the nature of the membership of collaborations in practice. A picture of membership is built up from two perspectives. The first considers the structure of collaboration, and argues that ambiguity and complexity in structure may be demonstrated over many dimensions. The second adds another layer of complication through exploring the dynamics of the way in which membership structures change over time. The paper concludes by examining the implications for practitioners and policy makers of this picture in terms of its effect on the design of collaborations and on the factors which tend to lead to colloborative inertia instead of collaborative advantage.
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Cites
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DiMaggio, P. J., & Powell, W. W. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17011-1 · Cited by 25,802
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Designing qualitative research
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Action Research and Minority Problems
Lewin, K. (1946) · Journal of Social Issues · doi:10.1111/j.1540-4560.1946.tb02295.x · Cited by 6,554
The British Journal of Social Work (2004)
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(2008) · Encyclopedia of Epidemiology · doi:10.4135/9781412953948.n339 · Cited by 3,229
Collaborating: Finding Common Ground for Multiparty Problems
Kramer, R., & Gray, B. (1990) · The Academy of Management Review · doi:10.2307/258026 · Cited by 2,683
Collaborative Planning: Shaping Places in Fragmented Societies
Healey, P. (2006) · doi:10.25405/ncl.34571748.v1 · Cited by 2,484
Healey, P. (1997) · doi:10.1007/978-1-349-25538-2 · Cited by 2,232
Cited by
Collaboration Processes: Inside the Black Box
Thomson, A. M., & Perry, J. L. (2006) · Public Administration Review · doi:10.1111/j.1540-6210.2006.00663.x · Cited by 1,386
Social Learning and Water Resources Management
Pahl-Wostl, C., Craps, M., Dewulf, A., Mostert, E., Tabara, D., & Taillieu, T. (2007) · Ecology and Society · doi:10.5751/es-02037-120205 · Cited by 1,314
Conceptualizing and Measuring Collaboration
Thomson, A. M., Perry, J. L., & Miller, T. K. (2007) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mum036 · Cited by 615
The Challenge of Collaborative Governance
Huxham, C., Vangen, S., Huxham, C., & Eden, C. (2000) · Public Management: An International Journal of Research and Theory · doi:10.1080/14719030000000021 · Cited by 455
Self-citationVangen, S., & Huxham, C. (2003) · British Journal of Management · doi:10.1111/j.1467-8551.2003.00393.x · Cited by 375
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Metadata
- Authors
- Huxham, C., & Vangen, S.
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2000-06
- Volume
- 53
- Issue
- 6
- Pages
- 771-806
- ISSN
- 0018-7267 (ISSN-L)
- 1741-282X
- OpenAlex
- W2154722671
- Cited by
- 391
- References
- 43
- FWCI
- 29.46
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
