We examine collaborative complexity arising from strategic alliances among competitors. In high technology industries, rapidly evolving and modular technologies increase the likelihood that collaborative alliances will develop between partners who also compete with one another. Partnering under...

We construct a theory of team collaboration to explain how social actors activate their network ties to gain access to and acquire the use of social capital held by other network actors. Drawing from weak-strong tie theory and closure-brokerage models of network structures, our theory specifies...

Executives of network organizations seek to combine core competencies and talents of individual firms, along the various links of the value chain for a given project. These firms are brought together in alignment for the purpose of providing organizations a competitive advantage. Using multiple...

Collaborative forms range from co-located teams engaged in short term local projects, to international joint ventures, to worldwide networks of organizations and citizens linked together to generate global social change. In order to discern patterns that transcend the breadth of forms (including...

With the advent of the resource-based and dynamic capabilities views of the firm, researchers of collaborative relationships have raised the question as to whether superior management of such relationships does indeed explain observed differences in collaborative performance of individual firms....

How can studying the case of the modern business school potentially give us a better understanding of the phenomenon of complex collaborations? (Gregoire & Prigogine, 1989; Peak & Frame, 1994; Stacey, 1995). Why does a business school need to enter into complex collaborations? (Lorange, 2000, 2002c,...

This chapter compares the literature on public and private sector collaboration and considers the implications for success in collaborative relationships between the sectors. It highlights key comparative drivers of intent for both types of organization, explores the relationship between them,...

In this chapter, we make the argument that science-based firms in the life sciences are expected to actively expand the volume and scope of collaborations, and broaden the kinds of partners with whom they collaborate, as they grow larger, older, and become successful. We base our arguments on a...

Product development becomes more complex when co-development involves multiple parties crossing boundaries of functions, companies, countries and even competitors. An interdisciplinary framework is needed to understand the challenges of structuring collaborative work within global product teams...