Abstract
Much has been written about the barriers to collaborative work, but little research has been conducted on how to foster collaboration within higher education. This article presents the results of a case study of four campuses that have organized to enable collaboration. The study builds on earlier literature from the corporate sector using a model developed by Mohrman, Cohen, and Mohrman (1995). The main finding is the development of a model that can be used to redesign higher education to enable collaboration including the following elements: (a) mission/philosophy; (b) campus networks; (c) integrating structures; (d) rewards; (e) a sense of priority from people in senior positions; (f) external pressure, (g) values; and (h) learning.
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