People in Collaboration
Importance of People in the performance of collaborative engagements
A set of papers and articles from leading specialists, on the skills, behaviours and attitude attributes of people working in Alliancing and the motivation and performance drivers in the context of collaborative engagements.
Alliancing Manager Essential Skills Matrix
- Psychological Contracting – Aligning the Transactional and Relational
- Attitude and motivation study of Alliance Managers
- The Ambience of Project Alliances in Australia
- Culture and mindset, the NEC approach
- Relying on Trust in Cooperative Inter-organizational Relationships
- Optimizing Alliance Management
- Trust and Power as Means of Co-ordinating the Internal Relations of the Organization - A Conceptual Framework
Hannah Eddy and Jessica Gallienne, Shape Consulting 2011
This paper will set the scene for understanding more about psychological contracts and the impact that the subconscious can have in relation to the successful execution of a transactional contract. This will provide the reader further insight into the importance of collective alignment and clear articulation of expectations between parties to deliver successful projects
John Lang-Smith, Eclat People solutions 2011
A team from RMIT and Victoria University conducted interviews and from that profiles were developed using a critical analysis tool called IWAM (Inventory Work Attitude Motivation) .This tool included data collected from over 35 alliance managers gathered over the last five years as verification. This paper outlines the areas of correlation the tool identified in the key areas of authentic leadership and emotional skills and attitudes that support the RMIT study findings.
Prof. Derek Walker 2011
The focus of this paper is directed on the ambience of these alliances and what it is like to be a senior manager working on such a project. It extends our knowledge of project Alliancing, the behaviours expected of project team members and the motivations that drive alliance managers. The value of the paper lies in its currency and capturing rich insights of the lived experience of project alliance managers.
John Lofty 2007
The key to the success of NEC contracts is they enable the contracting parties to adopt a far more positive culture and mindset than is normally the case. The briefing
introduces the positive culture and mindset which are at the heart of the NEC approach.
Andrew H. Van de Ven & Peter Smith Ring 2005
This chapter responds to an invitation from the Handbook editors, Aks Zaheer and Reinhard Bachmann. More specifically, we were asked to reflect on our companion papers dealing with the structuring and developmental processes of cooperative inter-organizational relationships (Ring and Van de Ven 1992; 1994). We summarize the prominent role that reliance on trust played in our initial framework, review the subsequent literature that has cited our papers, and then propose an agenda for research and policy that is undertaken to advance the scholarship and practice of relying on trust in managing cooperative inter-organizational relationships
William Seidman and Michael McCauley 2005
Are some of your alliance managers consistently and systematically more effective than others?
If you are like most companies with critical strategic alliances, there is a wide difference between the capabilities of many of your alliance managers, and as a result, a wide difference in the performance and value of your alliances. Some alliance managers are able to regularly create and sustain great alliances. Unfortunately, many alliance managers are relatively ineffective and more often than not alliances quickly breakdown.
Trust and Power as Means of Co-ordinating the Internal Relations of the Organization - A Conceptual Framework
R. Bachmann 2002
This paper provides a conceptual framework for analysing trust and power in the internal relationships of the organisation. It adopts a neo-institutionalism view focussing on the structural inventory and the social embeddedness of the organization in the process of developing trust between its individual members. It is suggested that, based on specific combinations of factors rooted in the internal social structure as well as the external socio-economic environment of the organisation, two divergent trust/power control patterns emerge as ideal-typical forms of coordinating expectations and interaction among organisational actors.