東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Complex collaboration = building the...

Beyerlein, Michael Martin.

FindBook

Google Book

Amazon

博客來

Complex collaboration = building the capabilities for working across boundaries /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Complex collaboration/ edited by Michael Beyerlein, Douglas Johnson, and Susan Beyerlein.{me_controlnum}
其他題名:	building the capabilities for working across boundaries /
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.).
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.
標題:	Personnel management. -
電子資源:	http://www.emeraldinsight.com/1572-0977/10
ISBN:	9781849502887 (electronic bk.)

Complex collaboration = 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.{me_controlnum} - 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. 7..

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:

517674
Personnel management.

LC Class. No.: HF5549 / .C66 2004

Dewey Class. No.: 352.6

Universal Decimal Class. No.: 005.95

Complex collaboration = building the capabilities for working across boundaries /
LDR:03783nmm a2200313Ka 4500 001 1286195
003 OrBLW
005 20101115152719.0
006 d
007 un|||||||||
008 121029s2004 enk s 000 0 eng d
020 $a 9781849502887 (electronic bk.)
020 $a 9780762311323 (hbk.)
035 $a 000292
040 $a UtOrBLW $c UtOrBLW
041 0 $a eng
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
080 $a 005.95
082 0 4 $a 352.6 $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.{me_controlnum}
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 517674
700 1 $a Beyerlein, Michael Martin. $3 757355
700 1 $a Johnson, D. A. $3 1556757
700 1 $a Beyerlein, Susan T. $3 783953
830 0 $a Advances in interdisciplinary studies of work teams ; $v v. 7. $3 1556393
856 4 0 $u http://www.emeraldinsight.com/1572-0977/10