ABSTRACT
Many organizations today operate across boundaries - both internal and external to the organization. Exploring concepts and theories about different organizational, inter-organizational and international contexts, this student reader aids understanding of the individual’s experience of working within and across such boundaries. The book adopts a critical approach to individual experience and highlights the complexities inherent in these different layers and levels of organizing.
Comprising a collection of key articles and extracts presented in a readable accessible way, this book also features an introductory chapter which provides an overall critique of the book. Each part features a brief introduction before analyzing the following key themes:
- managing aims
- power and politics
- cultural diversity
- international management perspectives
- the darker side of collaborative arrangements
Some of the readings will specifically address collaboration ‘head on’ whilst others will provide an important context or highlight significant theoretical and practical issues that are considered relevant and interesting within the framework of the themes presented. As such, this book differs from existing titles as it sits bestride collaboration and organizational behaviour / theory in order to inform learning of exchange relationships on inter-personal, intra-organizational, and inter-organizational levels. The articles included are selected as critical in approach, straddling and addressing the central contexts described above, and highlighting the experience-centred nature of learning that can be derived from the content presented.
This comprehensive reference will be useful supplementary reading for organizational behaviour courses as well as core reading for those students undertaking research on collaboration.
TABLE OF CONTENTS
part |6 pages
General Introduction
part I|55 pages
Managing aims
part II|56 pages
Power and politics
chapter 9|19 pages
The Dialectic of Social Exchange
part III|46 pages
Cultural diversity
chapter 10|13 pages
Hofstede’s Model of National Cultural Differences and Their Consequences
part IV|65 pages
International management perspectives
chapter 16|15 pages
The Importance of Social Capital to the Management of Multinational Enterprises
chapter 17|17 pages
Virtual Team Collaboration
part |32 pages
The darker side of collaborative arrangements