Managing Inter-Organizational Relations

Sydow, Jörg; Schüßler, Elke; Müller‐Seitz, Gordon

doi:10.1007/978-1-137-37003-7

Cited by 81 publications

(53 citation statements)

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“…They can take on – following the integration needs of care – several directions: vertical collaboration along the chain of health service delivery, including, for instance, collaboration between providers of primary and secondary care, or horizontal collaboration between organisations of the same kind, e.g. between general practitioners [6814]. Inter-organisational collaboration differs from intra-organisational collaboration that takes place within one organisation, e.g.…”

Section: Theorymentioning

confidence: 99%

“…Fifthly, the participants of inter-organisational relationships can also be competitors, being for-profit, and/or public, non-profit organisations [23]. In consequence, not just any inter-organisational relationship between two or more organisations [32] can be considered an inter-organisational collaboration; it all depends on the “collaborative quality”, which, admittedly, is not easy to create and maintain [14]. The perception of the main elements of this collaborative quality varies within the literature reviewed, but there is agreement that inter-organisational collaborations differ significantly from market and hierarchical relationships regarding their content and governance of interaction.…”

Section: Theorymentioning

confidence: 99%

“…Inter-organisational collaboration is important in this regard, as many patients require a mix of services delivered by multiple, often formally and legally independent providers [112]. Beneficial practices of inter-organisational collaboration that help to integrate care include, for instance, the mutual exchange and transfer of information and knowledge, enhanced trust between providers, and the creation of synergy effects [1314]. Inter-organisational collaboration can thus reduce fragmentation within healthcare systems and provide the potential to generate innovation in healthcare delivery (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Barriers to the Integration of Care in Inter-Organisational Settings: A Literature Review

2018

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Introduction:In recent years, inter-organisational collaboration between healthcare organisations has become of increasingly vital importance in order to improve the integration of health service delivery. However, different barriers reported in academic literature seem to hinder the formation and development of such collaboration.Theory and methods:This systematic literature review of forty studies summarises and categorises the barriers to integrated care in inter-organisational settings as reported in previous studies. It analyses how these barriers operate.Results:Within these studies, twenty types of barriers have been identified and then categorised in six groups (barriers related to administration and regulation, barriers related to funding, barriers related to the inter-organisational domain, barriers related to the organisational domain, barriers related to service delivery, and barriers related to clinical practices). Not all of these barriers emerge passively, some are set up intentionally. They are not only context-specific, but are also often related and influence each other.Discussion and conclusion:The compilation of these results allows for a better understanding of the characteristics and reasons for the occurrence of barriers that impede collaboration aiming for the integration of care, not only for researchers but also for practitioners. It can help to explain and counteract the slow progress and limited efficiency and effectiveness of some of the inter-organisational collaboration in healthcare settings.

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Section: Theorymentioning

confidence: 99%

Section: Theorymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Barriers to the Integration of Care in Inter-Organisational Settings: A Literature Review

2018

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“…This creates predictability for network partners as well as for current and interested students. It also helps minimize competition at the network level – a key challenge in networks and alliances (Sydow, Schüßler and Müller‐Seitz, : 21–24; Zeng and Chen, ). Here, however, one major challenge is that the Department of Labor regulation prescribes that an apprentice receives 85% of the entry wage in the fourth and final year of training, but entry wages for regular employees are known to differ significantly between large companies and SMEs.…”

Section: Findings: How Apprenticeship Network Failed To Manage Collabmentioning

confidence: 99%

When Many Davids Collaborate with One Goliath: How Inter‐organizational Networks (Fail to) Manage Size Differentials

Fortwengel

Sydow

2018

British J of Management

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How do organizations of vastly different size collaborate in order to achieve a common goal? While this poses less of a problem when the network is orchestrated by a classic lead firm, in networks exhibiting a shared governance mode, where leadership responsibilities are more or less equally distributed, size differentials present a critical management challenge. In this paper, we contribute to the literature on coordination in and of interorganizational arrangements by emphasizing the so far largely neglected role of size for managing close collaborative relationships. We study the case of Apprenticeship Network, a network that originally consisted of seven small and medium-sized enterprises, but which then accepted a very large multinational firm as a new member. By unpacking how the network coordinated its endeavour over time to achieve accountability, predictability and a common understanding as critical conditions for effective coordination, we explore how coordination effectiveness may deteriorate and result in the failure of the collaborative effort. We pay special attention to the role of size in these processes, and we theorize how the strategic front and back-staging of agreed-upon rules and norms facilitates the formation, maintenance and deletion of a tie, thus producing important network dynamics.

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“…The shift from "closed" to "open" forms of innovation in the 1990s (Chesbrough, 2003;Felin & Zenger, 2014) was preceded by various forms of inter-organizational innovation networks. Strategic alliances and joint ventures, for example, were forged by firms and their competitors, suppliers, and research partners in the 1980s to mobilize knowledge and financial resources as well as to share the risks of innovation processes (Dhanaraj & Parkhe, 2006;Sydow, Schüßler, & Müller-Seitz, 2016). Rather than internal resources located in the R&D department, external networks of firms evolved into the central "locus of innovation" (Powell, Koput, & Smith-Doerr, 1996).…”

Section: Introductionmentioning

confidence: 99%

Collaborative Innovation Online: Entanglements of the Making of Content, Skills, and Community on a Songwriting Platform

Schiemer¹,

Grabher²,

Schüßler³

2019

Managing Inter-Organizational Collaborations: Process Views

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This chapter advances our understanding of collaborative innovation processes that span across organizational boundaries by providing an ethnographic account of idea generation dynamics in a member-initiated online songwriting community. Applying a science and technology studies perspective on processes "in the making," the findings of this chapter reveal the generative entanglements of three processes of content-in-the-making, skill-in-the-making, and community-in-the-making that were triggered and maintained over time by temporary stabilizations of provisional, interim outcomes. These findings also elucidate interferences between these three processes, particularly when an increased focus on songs as products undermines the ongoing collaborative production of ideas. Regular interventions in the community design were necessary to simultaneously stimulate the three processes and counteract interfering tendencies that either prioritized content production, community building, or

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Managing Inter-Organizational Relations

Cited by 81 publications

References 0 publications

Barriers to the Integration of Care in Inter-Organisational Settings: A Literature Review

Barriers to the Integration of Care in Inter-Organisational Settings: A Literature Review

When Many Davids Collaborate with One Goliath: How Inter‐organizational Networks (Fail to) Manage Size Differentials

Collaborative Innovation Online: Entanglements of the Making of Content, Skills, and Community on a Songwriting Platform

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