| Preface | p. xi |
| Acknowledgements | p. xiii |
| Introduction to the Theory and Practice of Collaborative Advantage | p. 1 |
| Collaborative advantage: What? Why? How? and Why Not? | p. 3 |
| What? | p. 3 |
| Why? | p. 7 |
| How? | p. 10 |
| Why not? | p. 13 |
| Cases of collaboration | p. 14 |
| The alliance for social inclusion | p. 15 |
| The airline alliance | p. 16 |
| The automotive international joint venture | p. 17 |
| The Childcare community initiative | p. 19 |
| The engineering industry supply chain outsourcing partnership | p. 19 |
| The environmental capacity building programme | p. 20 |
| The health care co-operative | p. 21 |
| The health promotion partnership | p. 22 |
| The one-stop shop for special education and services | p. 24 |
| The pharmaceutical co-marketing alliance | p. 26 |
| The property development alliance | p. 28 |
| The small business network | p. 28 |
| The principles of the theory of collaborative advantage | p. 30 |
| Practising collaboration understanding: using descriptive theory | p. 34 |
| Practising collaboration understanding: from description to prescription | p. 35 |
| Theory structure | p. 36 |
| Theory purpose | p. 38 |
| What of the ten tips? | p. 41 |
| Action researching collaboration | p. 43 |
| Doing research using action research: some principles | p. 44 |
| Case study: researching leadership in collaboration | p. 45 |
| Variations on a theme | p. 54 |
| Moving on | p. 55 |
| Themes in Collaboration Practice | p. 57 |
| Grappling with advantage and inertia | p. 59 |
| We must have common aims but we cannot agree on them | p. 61 |
| Sharing power is important but people behave as it it's all in the purse strings | p. 64 |
| Trust is necessary for successful collaboration but we are suspicious of each other | p. 66 |
| We are partnership-fatigued and tired of being pulled in all directions | p. 69 |
| Everything keeps changing | p. 72 |
| Leadership is not always in the hands of members | p. 75 |
| Leadership activities continually meet with dilemmas and difficulties | p. 78 |
| Realizing collaborative advantage | p. 79 |
| Don't work collaboratively unless you have to | p. 80 |
| Managing aims | p. 82 |
| An entanglement of aims, collaborative, organizational and individual | p. 83 |
| The external dimension: outsiders' aims | p. 86 |
| How genuine are they? | p. 88 |
| A confusion of routes to aim achievement | p. 88 |
| How aims as well as what aims: distinguishing process and substance | p. 89 |
| How explicit are they? | p. 91 |
| Disentangling conceptually | p. 92 |
| A blurring of aims | p. 92 |
| Combinations, impossibilities and multiple perspectives | p. 93 |
| Metamorphosis: aims changing, emerging, developing | p. 96 |
| Aims in collaboration: a tangled web | p. 97 |
| On relevance and value | p. 99 |
| Disentangling in practice: from categorization to a framework for managing aims | p. 103 |
| Negotiating purpose | p. 107 |
| Setting the scene: the phenomenon of negotiating purpose | p. 108 |
| Characterizing episodes in negotiating joint purpose | p. 110 |
| Wider implications for collaborations | p. 117 |
| Using the episodes framework | p. 121 |
| Managing aims in practice | p. 123 |
| Membership structures and dynamics | p. 125 |
| Ambiguity and complexity in collaborative structures | p. 127 |
| The dynamics of collaboration | p. 140 |
| Implications | p. 146 |
| Understanding structural complexity in practice | p. 148 |
| Coping with trust | p. 153 |
| The cyclical aspect of trust building | p. 154 |
| Trust in the practice of collaboration | p. 156 |
| The cyclical trust building process in practice | p. 159 |
| Using power | p. 173 |
| In collaboration, what is power for? | p. 175 |
| Power at the macro level: sources and dynamics | p. 177 |
| Power at the micro level: points of power | p. 179 |
| Power interfaces outside in and inside out | p. 184 |
| Using power in practice | p. 185 |
| Issues of identity | p. 187 |
| The identity formation melee: cycles, components and complexities | p. 189 |
| Components of identities | p. 194 |
| Complexities in the cycles | p. 197 |
| Engaging with the melee in practice | p. 200 |
| The Meaning of leadership | p. 202 |
| Leadership media | p. 203 |
| Leadership activities | p. 208 |
| Managing leadership media | p. 211 |
| Doing Leadership | p. 213 |
| Leadership activities from the spirit of collaboration ... | p. 214 |
| Leadership activities ... towards collaborative thuggery | p. 222 |
| The essence of leadership enactment for collaborative advantage | p. 227 |
| Managing leadership activities | p. 228 |
| Collaboration in Practice | p. 231 |
| Using the theory: managing tensions in collaboration practice | p. 233 |
| Methodology: discursive development of tensions | p. 235 |
| Tension examples | p. 237 |
| Emerging theoretical issues | p. 242 |
| Concluding comments: from conflation in epistemology to practice-oriented theory | p. 246 |
| Managing tensions in practice | p. 249 |
| Managing to collaborate - and getting a buzz from it | p. 251 |
| Reviewing the threads | p. 252 |
| Reviewing the themes | p. 254 |
| Getting hands dirty and getting the buzz | p. 256 |
| Bibliography | p. 258 |
| Index | p. 268 |
| Table of Contents provided by Ingram. All Rights Reserved. |
