Abstract
In today's organizational environment, the ability to manage positive relationships between organizations, as well as those within organizations, is becoming increasingly important. Based on work being carried out in Glasgow, explores some of the issues involved in achieving collaborative advantage. Focuses, in particular, on the issues which arise when collaboration is over strategy, rather than simply over particular projects. Argues that there is a fine balance to be struck between gaining the benefits of collaborating and making the situation worse. Identifies many factors important to this balance. Concludes by arguing that the notion of collaborative advantage has an important role to play in raising awareness about the nature and desirability of collaborative activity.
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