- List of Figures
- List of Tables
- List of Contributors
- Introducing Inter‐organizational Relations
- Manifestations of Inter‐organizational Relations
- Transforming Industrial Districts: How Leading Firms are Escaping the Manufacturing Cage
- Inter‐organizational Relationships, Chains, and Networks: A Supply Perspective
- Alliances and Joint Ventures: The Role Of Partner Selection From An Embeddedness Perspective
- Policy and Implementation Networks: Managing Complex Interactions
- Collaborative Service Provision in the Public Sector
- Voluntary and Community Sector Partnerships: Current Inter‐organizational Relations and Future Challenges
- Inter‐organizational Relationships in Local and Regional Development Partnerships
- Temporary Inter‐organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty
- Technology Service Inter‐organizational Relationships: An Agenda for Information Technology Service Sourcing Research
- Theoretical and Disciplinary Perspectives on the Study of Inter‐organizational Relations
- The Social Network Perspective: Understanding the Structure of Cooperation
- Evolutionary Perspectives on Inter‐organizational Relations
- Transaction Costs Perspectives on Inter‐organizational Relations
- Critical Perspectives on Collaboration
- Managing Collaborative Inter‐organizational Relations
- The Social Psychology of Inter‐organizational Relations
- Political Perspectives on Inter‐organizational Networks
- Perspectives on Inter‐organizational Relations in Economic Geography
- Theories of Contract and their use in Studying Inter‐organizational Relations: Sociological, Psychological, Economic, Management, and Legal
- Key Topics In Inter‐organizational Relations Research
- Trust in Inter‐organizational Relations
- Inter‐organizational Power
- The Role of Social Capital in Inter‐organizational Relationships
- Learning and Innovation in Inter‐organizational Relationships
- Change, Dynamics, and Temporality in Inter‐organizational Relationships
- Intervening to Improve Inter‐organizational Partnerships
- Evaluating Inter‐organizational Relationships
- The Field of Inter‐organizational Relations: A Jungle or an Italian Garden?
- Name Index
- Subject Index
Abstract and Keywords
Since organizational research started systematically to look beyond the single organization at the character and significance of inter-organizational relationships (IOR), there has been a gradual accumulation of work seeking to understand change and dynamics in IOR. More recently, there has been interest in exploring certain temporalities in IORs, reflecting interest in the wider field of organizational studies, where a number of substantial essays have addressed issues of change and time in organizational analysis. This article aims to outline and build upon this emerging interest in how more explicit attention to change, dynamics, and temporality can assist in the understanding of IORs. It takes each of these concepts and maps their implications for IORs, indicating where IOR research has incorporated them as questions or as parts of explanatory schemes. It also identifies how relevant theoretical traditions might be harnessed to enable further development of these relatively new lines of IOR research.
Steve Cropper is Professor in Management at the Centre for Health Planning and Management and first Director of the Institute for Public Policy and Management at Keele University, UK. His research concerns strategy making, decision support and inter-agency collaborative working in health and public services, working closely with policy makers and practitioners. He is inaugural chair of an advisory committee for the National Health Service's 'Research for Patient Benefit' programme. Current research projects are tracing the formation and development, over time, of partnerships and networks in community and health care settings using ethnographic, process evaluation and action research. He is co-editor of three other books and author of a series of papers on collaborative inter-organizational processes. He is a steering group member and former convenor of the Special Interest Group on Inter-Organizational Relations of the British Academy of Management.
Ian Palmer is Associate Dean (Research) and Professor of Management at the University of Technology, Sydney. He has a Ph.D. from Monash University and has held visiting positions at Cornell University and University of Virginia. His teaching, research, and consulting interests concern organizational analysis, design and change, especially new forms of organizing. In 2001 he was President of the Australian and New Zealand Academy of Management (ANZAM) and in 2002 became a Fellow of ANZAM. From 2004 to 2006 he served as International Representative of the Organization Development and Change Division of the US Academy of Management. He is currently Chair of the Business Academics Research Directors Network (BARDsNET).
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