ABSTRACT
This chapter discusses the first quantitative study that designed to empirically validate the effect of autonomy, boundary spanning, common vision on collaboration, and the mediating role of design attitude in successful collaboration performance. Collaboration literature outlines that initial environment for the partnership can enable or constrain collaboration. The chapter suggests that design attitude can serve as an additional predictor of collaboration performance providing insight for building better collaborations. Bridging perspectives from theory with the results of research on practice through design science may help improve collaboration performance. The concept of design attitude has mostly been the subject of qualitative analysis and discussion in the design and management literature. A design attitude encourages moving beyond responding to the alternatives presented to engaging in a decision-making process that involves collecting and interpreting evidence, designing possibilities, and testing multiple ideas. The chapter presents a research model and hypotheses. It concludes with study findings, discussion, and implications for practice.
