Collaborative Capital: Creating Intangible Value by et al Michael Beyerlein

By et al Michael Beyerlein

Intangible different types of capital are being famous in either examine and perform as crucial assets for fueling corporation progress. sorts of intangible capital contain: highbrow, organizational, human, dating, social, political, innovation, and collaborative. This quantity contains papers that concentrate on collaborative capital - commonly outlined because the organizational resources that permit humans to interact good. it really is manifested in such results as elevated innovation and creativity, dedication and involvement, flexibility and flexibility, leveraging of data, and more suitable studying. 'Collaborative capital' represents a middle competency or strategic source crucial for development aggressive virtue by means of permitting the production of networks of conversations and relationships. besides the fact that, it really is seldom built in a planned and systematic means, yet particularly as an incidental final result of formal and casual organizational swap. it can be intentionally elevated by way of swap in organizational structures, practices, layout, studying, and tradition. The time period collaborative capital has seldom been utilized in examine literature facing how humans interact. therefore, the that means, size, and influence of collaborative capital in perform haven't been explored to any major quantity. The papers during this quantity release that method with teaming contexts starting from alliances and partnerships, to cross-national groups and cross-disciplinary groups.

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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160. Dodgson, M. (1993). Learning, trust, and technological collaboration. Human Relations, 46(1), 77–95. Doz, Y. (1996). The evolution of cooperation in strategic alliances: Initial conditions or learning processes? Strategic Management Journal, 17, 55–83. , & Baburoglu, O. (2000). From competition to collaboration: The emergence and evolution of R&D cooperatives.

Research teams were found to be assembled in distinctive ways in a rich and evolving network of interacting organizations. The consortium focused on the mobilization of resources for strategic advantage and global competitiveness, stimulated collaboration, and helped it evolve at three interacting levels: the research team, organization and field (the consortium). The insight that collaborative capital needs to be explored as a field-level dynamic has important implications for managing innovation more holistically, both in local fields and at national levels.

In the remainder of this section, we describe the activities undertaken by the consortium and its member organizations in terms of Doz and Baburoglu’s (2000) list of preconditions for collaborative activity in R&D consortia, described earlier in this chapter. (1) Common ground: Collaboration in this field emerged and evolved in specific ways, structured and implemented in particular forms of formal and informal relationships. The consortium has been a key institution in this regard. The groundwork for the consortium was laid through the activity of leading scientists and directors of public research institutions that had a previous history of working together.

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