Previous research has maintained that the capacity to manage alliances is a distinct capability, defined as the ability to identify, negotiate, manage, monitor and terminate collaborations. This paper focuses on an important but hitherto neglected aspect of alliance capability by investigating how partnering firms may learn how to better manage their dyadic R&D collaborations. In particular, we seek to test the Nonaka and Takeuchi (1995) model of dynamic knowledge creation by establishing a link between the facilitation of four knowledge conversion processes -socialisation, externalisation, combination and internalisationand an improved capability to manage inter-organisational R&D processes. We specify and extend the model by identifying and testing several critical interactions between these knowledge conversion processes. Relying on data from 105 R&D partnerships in the global telecommunications industry, we suggest that the failure to support one of these knowledge conversion processes has the potential to hamper the proper functioning of the other knowledge conversion processes and thus the emergence of capability to manage dyadic R&D collaborations.

Structured abstract:Purpose -The study compares the coordination of supply chain networks in contractually different complex construction projects. Design/methodology/approach -A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multiparty contract between the parties. The projects were located in the USA. Data was collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews. Findings -The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multiparty contract, the multiple dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: 1) organizational design, 2) processes for collaborative work, and 3) integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as colocated working, collaborative decision making in inter-organizational meetings, a liaison role, and shared project goals were needed throughout the projects. Practical implications -If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project. Originality/value -The study provides understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.

Structured Abstract:Purpose -This study discovers a three-step process for building contextual ambidexterity into interorganizational IT-enabled service processes through developmental interventions. Design/methodology/approach -A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year. Findings -The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in (1) crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, (2) creating common understanding of the collaborative IT-enabled service processes, and (3) co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration. Originality/value -The study contributes to the understanding on the process of building interorganizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

She is currently completing her PhD at the University of Pretoria in South Africa on the role of relationship management in change and transformation with specific reference to postmodern approaches to management. She does regular training and consulting work in this area. Miia Jaatinen received a doctoral degree in communication from the University of Helsinki in 1999. She continues her academic work as a docent at the University of Jyva¨skyla¨, Finland. Miia is a senior consultant at Eera Finland, a GCI Group company. She is a member of the IPRA (International Public Relations Association) and EUPRERA (European Public Relations Education and Research Association).

Presents a modern definition of lobbying suitable for the use of organizational lobbyists and a theory of lobbying as conflict accommodation which arouses ethical considerations. A contingency model of effective lobbying strategies and dynamics of lobbying is developed and tested in a multiple‐case study. Finnish interest group representatives are interviewed to construct cases based on their lobbying efforts on political issues at the national and the EU‐level of political decision making. It is concluded that the definition of lobbying corresponds well to the activities of the interviewees' associations and that it is fruitful to apply the theory of conflict resolution in the study of lobbying. The new model of lobbying reflects the reality excellently. It can be used as a tool for planning and evaluating lobbying in different political issues and at different levels of political decision making.

Public relations professionals frequently maintain that public relations is different in governmental organisations than in corporations, associations and not‐for‐profit organisations. Textbooks commonly include separate chapters on government public relations; and some universities in the USA teach separate courses on government communication programmes. Most public relations theorists, however, have not constructed separate theories of public relations for government. In this paper, the authors theorise that the principles of public relations for government are the same as for other types of organisation, but that the specific conditions to which the principles must be applied are different. Research has shown, however, that governmental organisations are more likely than other organisations to practice a public information model of public relations and less likely to engage in two‐way communication. The authors suggest theoretically that governmental organisations, especially in the USA, are more likely to practice one‐way, information‐based communication programmes because of a pluralistic view of government. In countries where government is based more on a societal corporatist view, organisations are more likely to practice strategic, two‐way communication. This paper analyses the information policies of Canada and Norway as examples. It concludes with the proposition that strategic, symmetrical public relations requires an agency to view its relationship with publics from a societal corporatist perspective rather than from a pluralistic perspective.

Purpose -to develop further a theoretical framework of common understanding and explore the role of common understanding in coordination Methodology/approach -a constructive action research approach applying abductive reasoning to develop new models with practical relevance Findings -a new framework of the elements of common understanding and a new theory of communication as a mechanism for coordinationResearch limitations/implications -a longitudinal case study as part of a multiple casestudy, findings generalized to theory which should be further developed Practical implications -a framework for developing shared meanings to achieve better coordination in collaborative service provisioning Originality/value -a new model of common understanding, a refined approach to coordination Key words -common understanding, sense-making, coordination, networked business, communication Paper type -Research paper IntroductionIn the networked economy, companies create added value by forming alliances and collaborating with other companies in the value chain. However, networked business with its many relationships poses challenges to the different parties. One of the most important challenges for the management of networked business is the task of Manuscript Common understanding as a basis for coordination 2 coordination. When the planning, production, and sales of products and services are distributed to different organizations, the interdependences must be managed in order to bring added value to each of the collaborators as well as the end-customers.In addition to the magnified need for coordination, different mechanisms of coordination are emphasized in the networked business. Networks defy control, the traditional means for coordination. In networks, no one is in the position to command others which is why direct supervision and hierarchy does not work. Networks consist of organizations that have different cultures. Therefore, culture is not an automatic tool for coordination. In temporary project organizations, there are no routines or rules. Thus, communication takes a central role in coordinating networked business. It can provide a common frame of reference and a process to create it. Despite the pivotal role of communication, scientific research gives no other than structural answers to how to coordinate with communication. In a chaotic environment it is not enough to increase communication and information processing. What is needed, is a common framework for interpretation which can be created, maintained, and changed by communication. Our research findings support the idea that coordination of meanings is a suitable method for coordination in networked business. The creation of common understanding about common business provides a common frame of reference that guides partners in their actions.We observed the process of developing coordination mechanisms for networked service provisioning in our case organizations during two consecutive simulation projects in the presented by Mäkelä (2002) whereas the objec...

The paper presents a new theoretical framework for coordinating an inter-unit collaborative service process towards a joint customer. The common service process is itself presented as a central coordination mechanism. It defines how tasks and responsibilities are shared between the collaborating units. The framework presents the factors supporting cooperation between the units, the prerequisites of the common service process, and the ways of coordination suitable for inter-unit cooperation. The framework is developed through a single-company longitudinal, qualitative case study that consists of three action research projects.