Complex collaboration refers to situations where working together
effectively across boundaries is critical for complex projects and
problems. Complex collaboration refers to knowledge-intensive
business processes that require highly interactive communication,
coordination, negotiation, research and/or development. This work
often involves projects of large scope and long duration.
Such projects may cross disciplinary, organizational, national,
and/or cultural boundaries. The challenges of managing such
situations include ambitious schedules, conflict of cultures and
practices, massive amounts of information, multiple languages, and
ambiguity of roles and responsibilities. Complex collaboration
represents a capability that is essential to effective execution in
such situations as new product development, mergers and
acquisitions, joint ventures, and supply chain management, as well
as large government projects. A number of issues emerge in
examining complex collaboration, including: unit of analysis,
critical relationships, resource development, virtual teaming, key
skills, and improvement processes.
The chapters in this volume address these issues and share
examples, including: the Joint Strike Fighter program at
Lockheed-Martin, Solectrons integrated supply chain, and IMDs
partnership with MIT. Models of collaborative capability and
capacity provide the facets of a framework for understanding these
complex alliances and partnerships.
General
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