Literature_Evaluation_TableStudent_NameSummary_of_Clinical_Issue

Literature Evaluation Table

Student Name:

Summary of Clinical Issue (200-250 words):

PICOT Question:

Criteria	Article 1	Article 2	Article 3
APA-Formatted Article Citation with Permalink
How Does the Article Relate to the PICOT Question?
Quantitative, Qualitative (How do you know?)
Purpose Statement
Research Question
Outcome
Setting (Where did the study take place?)
Sample
Method
Key Findings of the Study
Recommendations of the Researcher

Criteria	Article 4	Article 5	Article 6
APA-Formatted Article Citation with Permalink
How Does the Article Relate to the PICOT Question?
Quantitative, Qualitative (How do you know?)
Purpose Statement
Research Question
Outcome
Setting (Where did the study take place?)
Sample
Method
Key Findings of the Study
Recommendations of the Researcher

Managing Aims

Chapter 6

Genuine collaborative aims exist in an entanglement of other aims, both real and imagined.

The interplay between these aims is a major factor leading to difficulty of achieving sustained agreement about collaborative purpose.

Understanding the nature of these aims in any particular situation is thus crucial to understanding how to manage them.

Introduction

Dimension	Elements
Ownership (internal)	Collaboration aims	Organization aims	Individual aims
Ownership (external)	External collaboration aims	Non-member individual aims
Genuineness	Genuine aims	Pseudo-aims
Routes to achievement	Aims achieved through the collaboration	Aims achieved through an individual organization or another collaboration
Focus	Collaborative process aims	Substantive purpose aims
Explicitness	Explicit aims	Unstated aims	Hidden aims

Dimensions of Aims in Collaboration

Collaborations are enacted by individuals. These individuals are linked to the various organizations that form the collaboration.

Collaboration aims, organization aims and individual aims relate directly to the aspirations of the members of a collaboration.

Collaboration aims:

They are statements about what the collaborating organizations are aspiring to achieve together.

They may be viewed as the public statement of the joint purpose of the collaborating partners.

They relate to the inter-organizational domain and are beyond the achievement of individuals or organizations acting alone.

They related the focus to the joint activity

Dimension 1: Ownership (internal)

b) Organization aims:

They are statements relating to the aspirations of each of the organizations involved.

They are statements of what organizations seek to achieve for themselves and tend to be closely aligned with their functions, responsibilities and spheres of activity.

They related the focus to what an organization hopes to gain for itself from participating

c) Individual aims:

They are statements relating to the aspirations of the individuals involved

They may relate to career progression or personal causes.

Individuals are likely to be mandated to a role in the collaboration by superiors. It is relatively rare for individuals to participate in collaboration solely for self-interest reasons.

Unlike organization aims, individual aims do not account for – or relate to – an individual’s involvement in the collaboration.

Dimension 1: Ownership (internal)

We have two types: external collaboration aims and non-member individual aims. They relate hence to parties outside the collaboration.

External collaboration aims:

They exist where the force for collaboration is from external pressures rather than from any of the members.

They relate mostly to government policy drives as well as from other external stakeholders such as pressure groups or customers

Members of the collaboration may be invited to subscribe to these aims but in many situations they are also imposed upon the collaborating partners.

b) Non-member individual aims:

They exist where individual has a strong stake or other interest in a collaboration even though they are not formally a part of it.

Unlike external collaboration aims, those who own non-member aims usually do not have enough power to impose them upon collaboration.

A common source of non-member individual aims is partnership or alliance managers whose job is to support the members.

Dimension 2: Ownership (external)

a) Genuine aims:

Many of the aims expressed by participants in collaboration either in conversation or in formal documents are genuine statements about what they aspire to achieve.

b) Pseudo-aims:

In some situations, collaboration aims are fabricated to meet the specification of the funding provider. Such collaboration aims may exist purely to legitimize the existence of the collaboration as opposed to being a genuine representation of the partners’ collaborative intent. These aims are called “pseudo –aims”.

If collaborative aim is purely symbolic in nature, the commitment to achieving it is likely to be low.

Pseudo collaboration aims thus generally derive as a reaction to external collaboration aims and the interplay between these and any genuine aims that the members have for the collaboration drives the joint activities that they pursue.

Pseudo-aims can be as well at organization and individual aim level.

Dimension 3: Genuineness

We can distinguish between: (1) aims that are to be achieved via collaboration, and (2) those that an individual, an organization or even another collaboration can pursue separately.

When discussing organization and individual aims, we noted that a subset of these would be related to the interests of the collaboration

In practice, participants are likely to try to pursue only a subset of that subset through the collaboration.

Others remain to be addressed through the organization alone or even in an individual’s private capacity.

Disentangling aims that do relate to a particular collaboration from those that do not has become hence problematic.

It is common for individual members to combine agendas across the various organizational and inter-organizational initiatives that they are involved in when they see connections between the various agendas. Others who are not involved, do not see these related agendas

Dimension 4: Routes to Achievement

In collaboration, aims can relate to (1) collaborative process, as well as to (2) substantive purpose

a) Collaborative process:

They express the aims that relate to the how of collaborating

b) Substantive purpose:

They refer essentially to the aims that express the what of collaborating.

Process aims:

They are commonly seen as a mean of achieving substantive ends

They are usually perceived as subordinate to the substantive collaboration aims.

Process aims that are subordinate to the substantive aims often fall in the external collaboration aims category (for example: government policies)

Process aims are not always positive in their intent regarding collaboration. Those who have been “forced” into the collaboration by such policies may seek either to minimize the collaborative processes to a level that will satisfice, or even bypass them.

Invisible products:

In some situations the process of working together is seen by some parties as essential to the collaborative advantage. The aim is hence not known and communicated to all parties. It is not explicitly stated and instead a substantive (pseudo-) aim is created. This kind of collaboration is referred to by invisible products

Dimension 5: Focus

We distinguish three elements in this category: explicit aims, unstated aims and hidden aims.

In practice, there are many reasons why both collaborative process aims and substantive purpose aims many knowingly not be revealed to other participants.

It is even possible that organization aims in respect of the collaboration may be hidden from individuals in the same organization.

Hidden agendas are thus common in collaboration.

Deliberate concealing of aims is not the only reason why aims are not clearly stated. Other reason exist:

Complex hierarchy of sub-aims stemming from both individual and organizational members

Limited opportunities for exploring and explicating aims.

The possibility for representatives to mistakenly take for granted that others understand their aims and to make assumptions about others aims

Dimension 6: Explicitness

Even when aims are explicitly stated, the likelihood that individuals will attach to them the same meaning is too low.

Formal contracts are one way in which partners sometime seek to explicate and tie down collaborative aims. Yet, managers often comment that the challenge lies in managing all the aspects of a collaboration that are not covered by the contract.

For aims that are not explicitly stated, we can distinguish between:

Those that are intentionally unstated and,

Those that are unwittingly or not deliberately unstated.

Dimension 6: Explicitness

Relevance and Value

Practical Significance of the Framework
Aspect	Practical Relevance
Ownership (internal)	Understanding motivations and constraints and resolving confusion
Ownership (external)	Managing external stakeholders
Genuineness	Clarifying what you really want to achieve and what you need to achieve in order to satisfy others
Routes to achievement	Asking “Does this aim really have anything to do with this collaboration? … or should it have?”
Focus	Considering how process and substantive aims interrelate and whether the balance is right; establishing whether any party has negative process aims
Explicitness	Uncovering the taken for granted and that which cannot be in the public arena
Multiple perceptions	Exploring how others may view things and explaining their actions
Changes over time	Monitoring how aims have changed in the past; weighing up how they may change in the future

Goal Setting: A Five Step Approach to Behavior Change

Chapter 2

How Goals are conceived?

Goals are conceived in general by individuals but also are conceptualized as belonging to the organization.

What is the role of organizations in this process?

Organizations are seen as mechanisms through which goals that are beyond the reach of individuals acting on their own can be practiced.

Inter-organizational collaboration provides as well mechanisms by which organizations seek collaborative advantage

Organizations, jointly, seek to achieve the aims that none of them could achieve on its own. Hence, the need for goals to be clear, compatible and agreed upon.

Introduction

Examples of Superordinate Goal:

“I have a dream” – Martin Luther King;

“The just society” – Prime Minister of Canada, Pierre Trudeau;

Ask not what your country can do for you – ask what you can do for your country” – John F. Kennedy

“Learning through entertainment” – Walt Disney

What is a Superordinate Goal

A Superordinate goal is like a “slogan” to induce/encourage people, to translate a message to people

“A Superordinate goal captures “the heart”. It focuses mainly on affect; it appeals to emotion.

A Superordinate goal is a bottom-up goal. Bottom-Up goals are more powerful than Top-Down goal since they are expressed in the language of the employees.

Three questions allow the development of Bottom-Up Superordinate goals:

Why do we exist as a unit?

Who should miss us if we are gone?

What is our primary source of discontent?

Check example on pp. 11-12 (Washington post).

Superordinate Goal

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What is goal setting?

Goal setting is a cognitive variable (i.e. based on understanding, knowledge, observation, reasoning), whereas Superordinate goal aims only to affect.

Goal setting is the manifestation of needs and values.

What is the purpose of goal setting?

The purpose of goal setting is to make the Superordinate goal concrete, to move it from emotional to concrete action steps.

To achieve that goal must be Specific, Measurable, Attainable, Relevant and have a Time-frame.

In other words, we need to have a SMART goal as to transfer a “Superordinate goal” into a “concrete goal”.

Example: Walt Disney

Superordinate goal: “Learning through entertainment”

SMART goal: Putting in place the Epcot center that allows people to be more knowledgeable and wiser after passing a day at the center than they were in the morning when they came.

(check pp. 12 for more examples)

Goal Setting

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Why Goals are important?

Goals are important because they provide people with:

a challenge

feelings of accomplishment when progress is made toward goal attainment

meaning to otherwise meaningless tasks

That is why goals need to be specific, clear and well set as to allow positive outcome and satisfaction (for instance; instead of saying to employees “do your best”, it is better to say “do what is required” and clearly specify tasks required)

Example: In the forest products industry, harvesting trees hour after hour can be tiring, monotonous work. When loggers set a specific high goal as to the number of trees each person would cut in a day and in a week, both attendance and performance increased significantly and people bragged about their accomplishments.

Importance of Goals

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Goals are as well important because they can reduce the stress if they are in few numbers. They allow people to see the progress that they are doing in relation to the goals.

Goals remove the ambiguity (opposite of clarity) as to the criteria for which you and others will hold yourself responsible and accountable.

In order to achieve goals, there is a need to have a commitment. Without commitment there is no goal.

The empathy box allows to understand ways of gaining goal commitment (book pp. 13, 14, 15; optional reading).

Importance of Goals

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As stated, commitment to Superordinate and SMART goals is a must.

Managers need to make sure that what they are saying is in line with the pre-set goals (Superordinate and SMART goals).

They need to pay extreme attention to the signals that they send unconsciously.

Leaders need to set learning goals to make people comfortable.

Informal channels are seen in general better than formal channel as to the achievement of goals (discussion with employees over coffee, at lunch, etc.). The managers can ask the employees about their opinion as regards the SMART goals set, if they are still applicable, what need to be changed, what actions are taken by the management and are hindering the goal achievement.

Integrity

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It is difficult to be an effective leader when you are inaccessible to the people who are on your team.

Leaders need to be accessible for two reasons:

Let people know what they are doing is noticed and appreciated with regard to goal attainment

To encourage opposition with the goals that are set. People in general have a tendency to commit to what they know is wrong (Groupthink). People need to say their honest opinion if to achieve goal even if it is against leader opinion

Leaders need to reinforce their behavior in accordance to Superordinate and SMART goals. If they do not do so, indifference/laziness might emerge. As such recognizing people and being close to them is an effective way to laziness and indifference.

Consequently, in goal setting, sense of unity, sense of one team is very important.

In addition, employees need to feel that their needs and welfare are taken into consideration. Example: This is the case of “Unions” where leaders stress the importance of solidarity within the workforce. Union leaders set specific goals that reflect the needs of the employees that they represent. Any lack of attention to the needs and values of the employees from union’s leaders result in conflict.

Accessibility

In order to achieve what has been advanced, a change of culture might be needed.

Culture refers to the shared values and behaviors that differentiate one organization from another.

Effective ways to change the culture:

Identify the behavior that define the desired culture

Set SMART learning or behavioral goals for teams and individuals

Acknowledge that what people are doing in relation to the goals is noticed and appreciated.

Examples: Employees are given opportunities to acknowledge in team meetings who is doing what to bring the desired culture change. The behavior of others lead the change of culture.

The main source of behavior change (i.e. change of culture) is one’s peers. The change of culture needs to address the groupthink by appointing and rotating “nay sayers” before any decision is taken.

Accessibility (Ctnd.)

“Which gets measured, gets done”.

Measurement conveys clearly what organizational decision makers believe is important, versus what they say is important.

Effective leaders ensure that the measurement system is aligned with the Superordinate and SMART goals.

When dysfunctional behavior is observed, the cause more frequently lies in the goals and/or measurement system than it does in the person who is exhibiting the behavior.

Measurement systems have to be set in accordance with the goals. If you change the goal, than the behavior should be changed and hence the measurement system.

Measurement

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Chapter 3 – Organisational Collaboration Book

Goals Gone Wild The Systematic Side Effects of Overprescribing goal setting

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Introduction

To improve/boost the performance and powerfully drive behavior, we need to set specific and challenging goals.

“So long as a person is committed to the goal, has the requisite ability to attain it, and does not have conflicting goals, there is a positive, linear relationship between goal difficulty and task performance”

Yet, goals outcomes are not always positive. Some negative side effects are associated with goal setting such as:

A narrow focus that neglects non-goal areas,

Distorted risk preferences,

Rise in unethical behavior

Inhibited learning

Corrosion of organizational culture

Reduced intrinsic motivation

Consequently, goal setting needs to be regarded as a prescription-strength medication that requires careful dosing, consideration of harmful side effects, and close supervision.

As such, goal setting has been promoted as an answer to improve employee motivation and performance in organization.

Please check examples on pp. 22 (Emblematic examples of goals gone wild – you can focus on Ford’s example)

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How Goals Go Wild

To be successful and have positive outcomes, goals need to be specific and challenging.

Specific and challenging goals motivate performance better than “do your best” slogan.

Specific and challenging goals provide clear, unambiguous, and objective means for evaluating employees performance

Specific goals focus people’s attention; lacking a specific goal, employee attention may be dispersed across too many possible objectives

Yet, and despite the fact that challenging and specific goals render positive outcomes, these same characteristics cause goals to go wild.

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When goals are too specific

Goals focus attention. Unfortunately, goals can focus attention so narrowly that people overlook other important feature of a task (example pp. 23).

Three situations: narrow goals, too many goals and inappropriate time horizons.

Narrow goals

With goals, people narrow their focus on the specific task required and hence outcome expected. Such intense focus will “blind” people from other important issues that appear to them unrelated to the goal

Tendency to focus too narrowly on goals is compounded when managers plan the wrong course by setting the wrong goal (e.g. setting revenue instead of profit goals). Consequently, setting the correct/appropriate goal is a difficult process.

Goal setting may cause people to ignore important dimensions of performance that are not specified by the goal-setting system

Example: a group of students are requested to proof read a paragraph that contains both grammatical and content errors. When students were given instruction to correct either grammar or content (specific goal), the result was not that satisfying. Many grammar or content errors were not corrected given that the focus was not general but specific (either on grammar or on content) Yet, when students were requested to correct the paragraph as a whole with no specific indications (do your best), students were more likely to correct both grammatical and content errors  when no specific goal is set, people will look at the general image which might give better results.

When managers set specific goals, they often fail to determine the broader results of their directives. The presence of goals might lead employees to focus on short-term gains and lose sight of potential devastating long-term effects on the organization.

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When goals are too specific

Too many goals:

When multiple goals are pursued at one time, this might cause problem for employees

Employees tend in that case to focus only on one goal. Some types of goals are more likely to be ignored than others.

Example: In a stock selection task, participants are given both quality and quantity goals. When quantity and quality goals were both difficult, participants sacrificed quality to meet quantity  Goals that are easier to achieve and measure (in that case quantity goals) may be given more attention than other goals (in that case quality goals).

Inappropriate time horizon:

Even if goals are set correctly, time horizon to achieve them may be inappropriate

Goals that emphasize immediate performance (e.g. this quarter’s profits) prompt managers to engage in myopic, short term behavior that harms the organization in the long run (for instance, companies that issued quarterly earnings reports frequently (short term goal) tended to invest less in research and development (long term goal))  The efforts to meet short-term targets occurred at the expenses of long-term growth.

Check example on pp. 25 (New York City cab drivers example).

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When goals are too challenging

It has been demonstrated that a positive linear relationship exists between the difficulty of the goal and the employee performance. As such, to inspire effort, commitment, and performance, goal should be at the most challenging level possible but should not be so challenging that employees see no point in trying.

Nevertheless, stretch/challenging goals can have serious side effects from shifting risk attitudes to promoting unethical behavior to triggering the psychological costs of goal failure.

Three situations: risk taking, unethical behaviour, and dissatisfaction and the psychological consequences of goal failure.

Risk taking:

Goal setting distorts risk preferences. People motivated by specific, challenging goals adopt riskier strategies (reference the assumption that high risk = better performance and higher profits) than those with less challenging goals or vague goals.

Goals harm negotiation performance by increasing risky behavior. Negotiators with goals are more likely to fail to reach a profitable agreement than are negotiators who lack goals.

The excessive focus on goals might hence lead to risk-taking behavior (cause of many real world disasters)

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When goals are too challenging

Example: Continental bank in the U.S. was one of the most important banks. The bank set a new goal, and that is to increase within five years the magnitude of the bank’s lending ability. To achieve this objective, the bank changed its strategy, bought loans from smaller bank and pursued borrowers. It could have been the seventh-largest U.S. bank if its borrowers had been able to repay their loans; instead, following massive loan defaults, the government had to bail out the bank.

Check other examples on pp. 26 (mount Everest disaster)

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When goals are too challenging

Unethical behavior:

Goal setting is seen as a powerful motivation tool yet, it can lead and promote unethical behavior.

Goal setting can promote two different types of cheating behavior (unethical behavior):

When motivated by a goal, people may choose to use unethical methods to reach it. Example: at sears, and in order to reach the specific, challenging goal set by the administration, employees charged customers for unnecessary repairs

Goal setting can motivate people to report that they have met the goal when in fact they fell short. Example: employees from a certain organization who were driven to reach sales target reported sales that never took place.

Goal setting is not the only cause of employee unethical behavior. It is an important ingredient but other aspects interfere as well:

Lax oversight

Financial incentives for meeting performance targets

Organizational culture with a week commitment to ethics.

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When goals are too challenging

The interplay between goal setting and organizational culture is extremely important.

An ethical organizational culture can restrain in the harmful effects of goal setting.

Given that small decisions within an organization can have broad implications for organizational culture, the aggressive goal setting within an organization increases the likelihood of creating an organizational climate ripe for unethical behavior.

Goal setting might motivate unethical behavior.

Dissatisfaction and the psychological consequences of goal failure:

When problem embedded in stretch goals is the possibility that the goal may not be reached which will lead to satisfaction. Decrease in satisfaction will influence how people view themselves and have important consequences for future behavior. Consequently, perceptions of self-efficacy are a key predictor of task engagement, commitment and effort.

In other words, one needs to believe in his/her personal ability and overall intelligence as to be able to reach the goal.

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Summarizing

Goals can have both positive and negative outcomes:

Positive outcomes:

Inspire employees

Improve performance

Negative outcomes

Narrow focus

Motivate risk-taking

Lure people into unethical behavior

Reduce learning

Increase competition

Decrease intrinsic motivation

In order to prevent negative outcomes, managers need:

To consider the complex interplay between goal setting and organizational contexts as well as the need for safeguards and monitoring.

To avoid setting goals that increase employee stress

To refrain from punishing failure

To provide the tools employees need to meet ambitious goals

To think carefully about whether goals are necessary and if so about how to implement a goal-setting system.

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Collaborative Advantage

What? Why? How? And Why Not?

WHAT?

What is:

1- Collaboration or A World of Collaboration

2- Collaborative Advantage

3- Collaborative Inertia

4- Are the Common Basis of Collaborative Advantage?

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I - WHAT IS COLLABORATION/ A WORLD OF COLLABORATION?

Shared vision via the development of a relationship and exchange of information

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A world in which it is possible to feel inspired

Anything is possible through collaboration

No limit to your own resources and expertise

Purpose

II- WHAT IS COLLABORATIVE ADVANTAGE?

Collaborative Advantage is when collaboration between several bodies (industries, agencies, governmental bodies, etc.) allow to achieve efficiency, growth, progress, etc. reference their alliance.

For example, partnership between public organizations, and those with and between non-profit organizations, do tackle social issues that would otherwise fall between the gaps.

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III- WHAT IS COLLABORATIVE INERTIA?

Collaborative Inertia is when a collaboration between two or more entities induce a slow progress without achieving any tangible outcome.

But why Collaborative Inertia is often found in practice rather than Collaborative Advantage?

What is the nature of Collaborative situations that makes them so prone to frustration?

Managing Collaboration

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Collaborative Advantage

Collaborative Inertia

FOCUS

Before explaining the bases of collaborative advantage as to explain at a second stage how to manage to collaborate, we need to emphasize the fact that the interest is that of collaboration (collaborative relationships) between organizations and not between individuals

Two types of Collaboration :

Examples:

1- Strategic Alliance between airlines and car manufacturing industry

2- Public – private partnerships especially at the level of social services

3- Industry networks between regional and national governments to promote wealth creation and mutual support

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Promoted by the government

(collaboration between public agencies, non-profit organizations)

Collaborative relationships such as partnerships, alliances, joint ventures, networks of various sorts, collaborative forms of contracting and outsourcing, joint working, etc.

IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE?

1- Access to Resources

2- Shared Risk

3- Efficiency

4- Coordination and Seamlessness

5- Learning

6- The Moral Imperative

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

1- Access to Resources:

Organizations often collaborate if they are unable to achieve their objectives with their own resources.

Collaboration with other organizations allows to bring together different resources including technology or expertise.

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

Example 1:

Inter-Company collaboration over taking a product to the market  One company provides the product and the other provides the access to the market .

Example of types of industries that choose this type of collaboration:

1- Very small entrepreneurial businesses

2- Large companies such as pharmaceutical industry (where both activities – marketing and production are complex),

3- Companies seeking new markets in new geographical areas

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE?(CTND.)

Example 2:

Collaborations involving organizations in the non-profit and public sectors as to share resource, expertise, knowledge and connections.

For instance, the police, legal professions, probation services, schools and neighborhood and youth groups collaborate over youth criminal justice issues.

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

2- Shared Risk:

Organizations collaborate because the consequences of failure on a project are too high for them to risk taking it on alone  They share the risk

Example: Collaboration between cost-intensive research and development organizations

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

3- Efficiency:

Governments have often seen private organizations as being more efficient than public ones. The latter has promoted public-private partnerships (collaboration).

Four different perspectives on efficiency:

Efficiency stems from the notion of economies of scale

Efficiency related to outsourcing activities (example: companies may outsource support activities such as cleaning and catering to other companies who can gain economies of scale)

Operational efficiency: many purchasing and supply chain alliances are of this sort. Purchasing companies gain efficiencies by ensuring that the delivery of product is done on time and as per the agreed price. Supplying organizations gain efficiencies by having a relatively predictable market.

Coordination of services as to avoid duplication and thus ensure efficiency

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

3- Efficiency:

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Economies of Scale

Outsourcing Activities

Operational Efficiency

Coordination

IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

4- Coordination and Seamlessness:

As seen above, coordination is an important element to achieve efficiency.

Coordination is the act of organizing, making different people or things work together for a goal or effect to fulfill desired goals in an organization. Coordination is a managerial function in which different activities of the business are properly adjusted and interlinked.

Yet, coordination and seamlessness are not always inter-related:

Repetition (duplication of an activity)

Omission (leaving gaps in activity)

Divergence (diluting activity across a range of activities)

Counter production (pursuing conflicting activities)

are pitfalls obstructing collaboration.

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

5- Learning:

Basis of collaboration  pursue joint activities  Mutual learning

Example: staff from automobile industry acting as trainers for their suppliers of components/parts

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IV- WHAT ARE THE BASES FOR COLLABORATIVE ADVANTAGE? (CTND.)

6- Moral Imperative:

The most important reason for being concerned in collaboration is a moral one.

Issues facing society (such as crime, drug, poverty, conflict, health promotion, economic development, etc.) cannot be achieved if the organization acts alone.

Collaboration is essential to alleviate any problems at the organization, industry, society and national levels.

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WHY?

WHY COLLABARTION IS ESSENTIAL?

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WHY?

Two reasons:

To protect territory against violation by others (for instance, large public agencies employ senior managers to:

take responsibility of their collaborative activity, and

manage a particular collaboration on behalf of the member organizations

To improve physical facilities or support infrastructure to address needs of the community

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In the light of covid-19 pandemic, many businesses are struggling and cannot seem to survive on their own particularly without any governmental support. In some economies, companies were able to survive due to government support be it in subsidizing certain operating expenses or helping businesses directly through financial support. In other economies, businesses struggled to the extent where some have closed given the absence of public support at all levels.

QUESTION: Choose from your local context ONE private company that you see is struggling and draft a proposal for a collaboration with another private company or NGO, etc. to help it overcome its challenges. The proposal needs to include a clear introduction of the chosen private company and what are the challenges that it is facing and have led to this collaboration venture. It needs to clearly identify the bases for collaborative advantage, the main aims, and reflect on the collaboration six dimensions (word limit: 2000 words).

Hint: in essay, you need to consider the following:

1. Clearly define the chosen private company, the challenges it is facing and why you consider there is a need for collaboration and with which company (define if it’s a public, private or NGO).

2. Clearly identify the company that you are proposing to collaborate with. Identify if it is a public, private or NGO and why you chose this company in particular.

3. You may refer to other collaborations as a guide but you must propose a totally new collaboration and not rely on previous ones already established.

4. You have a plus or minus 10% with regard to word count.

5. Referencing: Use Harvard referencing style for in-text citation and make a table of references at the end.

6. Research: you are required to use a minimum of 2 external sources. you can always refer to Google scholar.

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