Collaborative Logic Research Articles

A Nested Institutional Analysis of Clean Technology in Washington State

Using the rollout of smart meters, this paper introduces the concept of “nested” institutional logics to explain innovation in Washington state’s electrical power field. Marshalling data from fifty-two key informant interviews and extensive document analysis, we analyze the institutional processes that are producing new ideas and technologies, with particular attention to why and how public organizations so heavily shape innovation outcomes in this context. We argue that nested institutional logics create specific constraints and opportunities that condition the emergence of new organizational forms and behaviors; in our case, individual utilities interact within a state-wide logic of collaboration which, in turn, is shaped at the national level by ideas and networks that promote innovation as an aspect of governance and developmentalism. We discuss the implications of this study for research and policy.

A Dynamic Security Scheme for OppNets Using Cognitive Computing

Opportunistic communication in MANET's reduce resource starvation and enhances the stability of a network by decreasing high routing overhead. But the frequent opportunistic contact among the devices is prone to security threats. This article proposes a novel cognitive opportunistic computing-based security scheme (COSS) to ensure secure in opportunistic network. The COSS provides multilevel security with different levels of severity. It recommends the security-collaboration-sensitivity parameter(ScS) with collaboration- sensitivity parameter for route handling. Based on the recommended ScS, the type of security scheme is derived from the database and is implemented for that transaction. The scheme involves the following processes for security: contact analysis, belief formulation and security collaboration logic. A COSS scheme is applied in a military attack scenario in which nodes are constructed as a hierarchical model with an access control for communication. Experimental results show that the scheme improves performance in terms of convergence time, energy efficiency and reliability.

Collaborative Evaluation for the Utah All Payer Claims Database Capacity Enhancement

We present a process to evaluate the continuing development of All Payer Claims Databases (APCDs) using a collaborative evaluation process. Project teams enhanced the Utah APCD with improved analytic capacity to provide online pricing and cost-transparency reports to support health care reform in Utah. Our program evaluation efforts added key methods and tools, building on recommendations in the APCD Development Manual to provide evaluation data facilitating improvements [1]. These additions included a Collaborative Evaluation Model, logic models, and development and use of best practices as measures. Stakeholders found that the added use of best practices, logic models, and frequent feedback to practitioners facilitated the project’s success. Since the Collaborative Evaluation Model served a structural purpose, it was transparent to the project teams.

Coordination and Optimization of Large Equipment Complete Service in Cloud Based Manufacturing

The paper studies the cloud manufacturing service platform and mode in the coordination and optimization of large equipment complete service (LECS). A set of theory based system of coordination and optimization is systematically established to support and implement LECS' cloud manufacturing mode. The research results show that the collaborative logic framework proposed is of macro guidance significance; the composite synergy mechanism system designed realizes all-round cooperative target; the collaborative optimization model and algorithm established have validity and practicality through instance verification. It systematically realizes the collaborative management of resource choice and optimizing configuration, the plan and control in the process of service, and so on. It can ensure the stability of manufacturing resource service seamless, green, environmental protection, and high quality. It achieves optimization of the overall system coordination. The study also provides a theoretical basis and scientific method for large equipment enterprise from manufacturer to a service integrator transformation.

Dans les rouages de la GPEC territoriale : surmonter les tensions pour élaborer une stratégie collaborative

Les organisations sont appelées depuis plusieurs années et dans le cadre des « futurs de la GRH » (Boudreau et Ziskin, 2011), à ouvrir leur périmètre à de nombreux acteurs externes afin de mieux répondre à leurs besoins, mais aussi à ceux de leur territoire d’accueil. Ces logiques collaboratives se sont peu à peu déployées en matière de GRH, donnant naissance à de multiples initiatives en matière de GRH ou de GPEC territoriale (GPECT), considérées ici comme une forme de « partenariats inter-sectoriels ». Les travaux qui les ont étudiées ont pointé leurs enjeux, mais aussi les difficultés lors de leur mise en route. Ce travail propose de poursuivre dans cette voie en s’interrogeant plus particulièrement sur les tensions rencontrées au cours de l’élaboration d’une stratégie collaborative dans le cadre d’une démarche GPECT. L’étude de cas réalisée auprès de la Maison de l’Emploi Ouest Provence revient sur le déploiement d’une démarche GPECT auprès des acteurs de la filière transport et logistique. Elle montre la diversité des tensions rencontrées au cours de ce processus : certaines sont liées au travail collaboratif ou sont spécifiques à la GPECT, d’autres sont relatives au pilotage de la démarche ou plus particulièrement à la présence de la diversité des partenaires. Cette étude met également en évidence le travail réalisé par les pilotes de la démarche pour surmonter ces tensions et aboutir à un équilibre. Plusieurs modalités de résolution des tensions ont été mobilisées, selon la nature de ces tensions et à différents moments de l’élaboration de la stratégie collaborative.

Strategic management in the public sector: a rational, political or collaborative approach?

Although experimented within public organisations for over 30 years, strategic planning and management still raise a number of questions and doubts as to their ability to improve public performance. The purpose of this article is to look into the strategy formulation processes in the public sector and the type of strategic approach that best matches the characteristics of this sector. It sets out to do so by first drawing up a theoretical analysis grid, based on the three main approaches to strategy in the public sector. This is followed by an exploratory case study that brings to light a complex strategic process that combines and alternates rational, collaborative and political decision-making logics, and a planned and incremental development. Points for practitioners This research highlights the need to combine different logics and approaches in the strategic control of public organisations: a rational logic, a political logic and a collaborative logic. It underlines, in particular, the importance for public managers to build skills in the development and management of inter-organisational networks and interpersonal relationships. The ability to create interactions between a variety of stakeholders, both internal and external, to mobilise and channel collective intelligence towards the definition and implementation of public projects and policies is a key component of the strategic management of public organisations.

Coopetition as a Paradox: Integrative Approaches in a Multi-Company, Cross-Sector Partnership

Coopetition is paradoxical in that the simultaneous cooperation and competition can give rise to important synergies as well as tensions. To circumvent these tensions, scholars primarily suggest structural, separation-centred strategies. Such strategies are helpful, but incomplete, as total separation would not allow exploitation of the synergies that coopetition may offer. Based on an in-depth case study of a pioneering multi-company, cross-sector partnership, we explore how employees cope with the remaining tensions. Illustrating employees’ sense-making processes, we show how they build on the organisational and the boundary-spanning task contexts and develop paradoxical frames. Juxtaposing the competitive and collaborative logics, these frames shape the employees’ understanding of who they are (i.e. a nested identity) and what they should do (i.e. contextual segmentation). This juxtaposition allows the employees to navigate emerging tensions by adopting both logics (i.e. integrating behaviour) and by contextually prioritising one logic without ignoring the other (i.e. demarcating behaviour). These insights complement structural strategies with integrative, employee-centred ones and highlight contextual factors that promote such an integrative approach.

Dans les rouages de la GPEC territoriale : surmonter les tensions pour élaborer une stratégie collaborative

As part of the future of Human Resources Management (HRM) (Boudreau and Ziskin, 2011), organizations have been called upon for several years to open up to external actors in order to better meet their needs, but also the needs of their local region. This logic of collaboration has gradually spread through HR Management and has given rise to a number of initiatives in the field of HR Management and Regional Jobs and Skills Planning (abbreviated in French to “GPECT” - Gestion Previsionnelle des Emplois et des Competences Territoriale). These initiatives are now considered as a form of “cross-sector collaboration”. Previous studies have highlighted the challenges and difficulties in setting them up. This article proposes to continue this line of thinking by specifically investigating the tensions encountered during the elaboration of a collaborative strategy as part of a « GPECT » initiative. The case study of the West Provence Employment Centre (« Maison de l’Emploi Ouest Provence ») highlights the roll out of a « GPECT » initiative within the transport and logistics sector. It reveals the varying tensions experienced during the process: some arising from the collaborative work itself or relating specifically to the « GPECT », others from how the initiative was led or, more precisely, to the number of different partners involved. This study also highlights the work done by the project leaders to overcome such tension and strike a balance between the various partners. During the development of the collaborative strategy, several methods for resolving tension were brought into play at different times and those selected depended on the type of tension experienced at particular times.

Interprofessional collaboration in the Family Health Strategy: implications for the provision of care and work management

Interprofessional collaboration is seen as a resource for tackling model of care and workforce problems. The scope of this study was to understand the perception about the shared work and interprofessional collaboration of professionals who work in primary health care. A qualitative study was conducted in São Paulo city. In-depth interviews were performed with professionals from distinct categories who worked in the Family Health Strategy and Support Center for Family Health. The results highlighted the empirical 'professional interaction' and 'production goals' categories. The forms of interaction, the role of specialized matrix support and the perspective in which production goals are perceived by the professionals pointed to tensions between traditional professional logic and collaboration logic. It also revealed the tensions between a model based on specialized procedures and a more collaborative model centered on health needs of families and of the community. The sharing of responsibilities and practices, changes in the logic of patient referral to specialized services and inadequate organizational arrangements remain major challenges to the integration of interprofessional collaboration for the development of new care practices.

The Nursing Leadership Institute program evaluation: a critique.

A theory-driven program evaluation was conducted for a nursing leadership program, as a collaborative project between university faculty, the nurses’ union, the provincial Ministry of Health, and its chief nursing officers. A collaborative logic model process was used to engage stakeholders, and mixed methods approaches were used to answer evaluation questions. Despite demonstrated, successful outcomes, the leadership program was not supported with continued funding. This paper examines what happened during the evaluation process: What factors failed to sustain this program?

Research on BIM-Based Construction Project Organization Interface Management

There are many participants in one construction project, however there is no direct contractual relationship between some of them and lots of disputes, claims, problems occur on organization interface, which result in great waste and low efficiency. BIM (Building information modeling) is an innovation idea and benchmarking technology which has great impact on organization and can improve the collaborative efficiency of all construction organizations. The present problems in traditional construction project organization interface management are analyzed firstly. And then, value of BIM which is applied to solve the present problems in organization interface management is analyzed and summarized. Finally, project collaborative environment logic structure at the base of BIM is constructed to achieve maximum performance of project management.

The Embeddedness of Networks: Institutions, Structural Holes, and Innovativeness in the Fuel Cell Industry

Plentiful research suggests that embeddedness in alliance networks influences firms’ innovativeness. This research, however, has mostly overlooked the fact that interorganizational ties are themselves embedded within larger institutional contexts that can shape the effects of networks on organizational outcomes. We address this gap in the literature by arguing that national institutions affect the extent to which specific network positions, such as brokerage, influence innovation. We explore this idea in the context of corporatism, which fosters an institutional logic of collaboration that influences the broker’s ability to manage its partnerships and recombine the knowledge residing in its network as well as the extent of knowledge flows among network participants. We argue that differences in institutional logics lead brokerage positions to exert different effects on firm innovativeness. We propose that the firm spanning structural holes obtains the greatest innovation benefits when the firm (the broker) or its alliance partners are based in highly corporatist countries, or under certain combinations of broker and partner corporatism. We find support for these ideas through a longitudinal study of cross-border fuel cell technology alliance networks involving 109 firms from nine countries between 1981 and 2001.

Managing creative coalitions: Reflections on the social side of services innovation

Summary This article considers the third dimension of the oft-discussed triumvirate of services science, concentrating on how social and managerial knowledge can be integrated with science and engineering to promote services innovation. Given the backgrounds and occupations of the authors, it represents an exploration in the sort of cross-boundary collaboration and joint analysis that is vital in this area, straddling the contrasting perspectives of social science and engineering, as well as the worlds of the academic and the practitioner. Our dialogue about the principles that may be capable of supporting a multidisciplinary approach to services innovation has underlined the importance of straight talking about disciplinary tensions and priorities, and mutual sensitivity to contextual conditions and constraints. Recognizing that creative insights and options for innovative activity emerge from the lower as well as the upper levels of organizational hierarchies and that viable improvement projects must connect with local insights and aspirations, this article cautions against designer tendencies to innovate from above or beyond the service workplace. Extending the logic of boundary-breaking collaboration, it argues for a more open approach to programme shaping from a broader alignment of engineering and the physical and social sciences with practitioner perspectives from manager, employee and other stakeholder groups on the ground.

National Theatre and the Logic of Pro-Japanese Collaboration in 1940s - Centering on Ryu Chi-Jin

National Theatre and the Logic of Pro-Japanese Collaboration in 1940s - Centering on Ryu Chi-Jin

CoBTx-Net: A model for business collaboration reliability verification

Collaborative business process can become unreliable when business partners collaborate in a peer- based fashion without central control. Therefore, reliability checking becomes an important issue that needs to be dealt with for any generic solution in managing business collaboration. In this paper, we propose a novel Choreographical Business Transaction Net (CoBTx-Net) to model collaborative business process and to manage the collaboration by individual participants. Furthermore three reliability properties named Time-embedded dead marking freeness, Inter-organizational dead marking freeness, and Collaborative soundness are defined based on CoBTx-Net to verify (1) the violation of time constraint, (2) collaborative logic conflicts, and (3) the improper termination from individual organizations.

The Limits of the Law of the Least Ambitious Program

Arild Underdal's work on the Law of the Least Ambitious Program (LLAP) is a significant contribution to our understanding of the logic of international collaboration. The LLAP, however, applies only under particular conditions. After comparing the law to the joint decision trap and the veto player concept, we discuss four observations that tend to limit the law's domain. First, while the LLAP is intended to apply to decision-making under unanimity, in a number of international bodies decisions are made by some kind of majority voting. Second, the LLAP assumes that the alternative to collective agreement is individual decision-making, yet in practice the relevant alternative (the “reversion rule”) is often the continuation of some pre-existing collaborative arrangement. Third, whereas the LLAP assumes that the unanimity rule invariably favors the least ambitious program, there are interesting cases where this assumption does not hold. Finally, the LLAP does not take into account that the outcome of international decision-making not only depends on the decision rule and the reversion rule, but also on the voting sequence.

Social Practitioners and Families: A Systemic Perspective

ABSTRACT Given the wide range of possible interactions between families and social practitioners, communication problems, although undesirable, are to some extent unavoidable. How to preserve the social practitioner's mental health while being able to accompany the family members toward a psychosocial change in the helping process? How to pass from a logic of control to a logic of collaboration? To these basic questions, and through a psychosocial analysis with a systemic grid, the author suggests some intervention markers leading to activate the therapeutic process. Insofar as intervention is, above all, a meeting of two psychosocial systems, some basic tools for social empowerment of family members in the intervention process are suggested.

The logic of collaboration in education and the human services

Collaboration is a complex intervention with multiple components. It is both a process innovation and a product innovation, and it entails institutional development and change. These and other defining features implicate its contingencies. For example, collaboration is tailor made for needs, problems, and opportunities that manifest novelty, complexity, uncertainty, and interdependent relationships. Contingencies like these signal important constraints. For example, collaboration exacts steep transaction costs. Its potential benefits justify these costs and serve as incentives for its development. In fact, collaboration may be a defining feature of competent and optimal practice, and the failure to collaborate may be indicative of negligence and malpractice.

How to manage collaboration in the Collaborative Logic Framework in a web-based adaptive learning environment

Gestionar grupos de aprendizaje en entornos web no debe reducirse a proporcionar los medios para el intercambio de informacion, sino que hay que ayudar a los miembros del grupo a gestionar su colaboracion. A partir de la extension de la tarea del Marco Logico para hacerla mas colaborativa, hemos disenado una tarea de colaboracion que puede aplicarse en una gran variedad de dominios. Las interacciones producidas durante la realizacion de la tarea son recogidas y procesadas, de forma que se puede construir el Modelo de Colaboracion a partir de los indicadores de alto nivel obtenidos. Esto es posible debido a que dicha tarea ha sido implementada en un entorno de aprendizaje especialmente disenado para la colaboracion y la comunicacion, en el que las interacciones que tienen lugar en cualquiera de los servicios de la plataforma son controladas exhaustivamente y almacenadas de forma estructurada en una base de datos. Para ayudar a gestionar la colaboracion, hemos definido una serie de tareas de adaptacion, encaminadas tanto al analisis de las interacciones como a generar recomendaciones durante la colaboracion. Estas tareas de adaptacion estan siendo actualmente implementadas en un sistema de gestion del aprendizaje con capacidades de personalizacion y adaptacion inteligentes. Ademas, se esta definiendo un plan de evaluacion para evaluar la tarea de colaboracion disenada, el modelo de colaboracion obtenido y las tareas de adaptacion definidas.

Accountability in Human Services Collaboratives--For What? and To Whom?

Accountability in Human Services Collaboratives--For What? and To Whom?