Intangible forms of capital are being recognized in both research
and practice as essential resources for fueling company growth.
Forms of intangible capital include: intellectual, organizational,
human, relationship, social, political, innovation, and
collaborative. This volume consists of papers that focus on
collaborative capital -- broadly defined as the organizational
assets that enable people to work together well. It is manifested
in such outcomes as increased innovation and creativity, commitment
and involvement, flexibility and adaptability, leveraging of
knowledge, and enhanced learning.
Collaborative capital represents a core competency or strategic
resource essential for building competitive advantage by enabling
the creation of networks of conversations and relationships.
However, it is seldom developed in a deliberate and systematic way,
but rather as an incidental outcome of formal and informal
organizational change. It may be deliberately increased by change
in organizational systems, practices, design, learning, and
culture.
The term collaborative capital has seldom been used in research
literature dealing with how people work together. Consequently, the
meaning, measurement, and impact of collaborative capital in
practice have not been explored to any significant extent. The
papers in this volume launch that process with teaming contexts
ranging from alliances and partnerships, to cross-national teams
and cross-disciplinary teams.
General
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