The fight against terrorism and organized crime require strong collaboration between public security organizations. Public security networks include several agencies that are not bound to each other with strong hierarchical ties. Because of a lack of the strong hierarchical structure, managing public networks is not similar to managing a single government agency. This study aims to examine the factors influencing network effectiveness in the public security sector. The main research questions of the study are: Which factors are important for effectiveness in public security networks? What is the role of inter-organizational trust among partner agencies? Which kind of leadership style will achieve the highest performance in public security networks? What is the relative importance of goal convergence and organizational culture in network effectiveness? How does the relationship between inter-organizational trust, leadership style, goal convergence and organizational culture impact network effectiveness? In order to find these relations, a self-reported survey was sent to 2,095 current and previous Turkish public security network managers. The study found that inter-organizational trust and goal convergence have a positive relationship with network effectiveness. Although facilitator leadership is found to be the most common leadership style in Turkish public security networks, it is found as inappropriate to achieve higher network effectiveness. According to the results, the co-producer network leadership is the most convenient leadership style in terms of network effectiveness. While the results of the descriptive statistics confirm that six specific features of organizational culture in public security sector have negative influence on network effectiveness, the hypothesis testing with the covariance structure model only support the negative impact of competition among partner organization. This study contributes to the literature on network effectiveness with particular proposals for the public security managers and practitioners.

The key to an organization's long-term success is a sustainable competitive advantage. In a global market characterized by fierce competition, organizations differentiate themselves no longer through their competitive position or technological or human resources but through knowledge. Such a decisive economic resource needs to be managed, giving rise to the theory of Knowledge Management (KM). Because knowledge is created and shared through social interactions, knowledge transfer is the most critical part of KM. Especially in tourist destinations, the diversity of stakeholders, each with unique skills and knowledge, represents great opportunities for innovation and the sustainable development of destinations but also great challenges. Destination Management Organizations (DMOs) are responsible to maintain the attractiveness of a destination by encouraging competing and complementary organizations to collaborate to exchange knowledge. Ultimately, the tourist experience and image of a destination are created interdependently by the tourism stakeholders. By conducting a case study in the destination of Kalmar, this paper aimed to explain to what extent a DMO manages inter-organizational knowledge transfer within a tourist destination. An explanatory sequence was used to gather primary data in three steps. First, a survey was conducted with local tourism stakeholders. Then, the local DMO and the university were interviewed. The data collected from 32 local tourism stakeholders suggest that tourism stakeholders, primarily SMEs, are lacking the resources to engage in knowledge transfer and overlook the value of external sources of knowledge. The findings of the interviews point to that there is a need to support tourism stakeholders with digitalization, to encourage tourism stakeholders to join a destination network and to close the knowledge gap through research produced by universities. This study contributes to gaining a broader understanding of the opportunities and challenges of inter-organizational knowledge transfer within the destination of Kalmar.

Based on an assumption that legal space can contribute to improved collaboration in social work, while at the same time it with its scope for interpretation can create obstacles to collaboration, this study has been made. This qualitative study has been limited to a smaller municipality in southern Sweden, where all interviewees, work at the social services in the adult unit, but in different sections thus problems specialized specializations. During the course of the study, another study was discovered on collaboration between the police and social services, where collaboration and cross-border cooperation work better in smaller municipalities. Based on interviewee statements, this can be confirmed even if these cannot generalize all municipalities' social workers' experience of collaboration. The social services on which the study is conducted are focused on problems for adults and collaborate with a number of different actors, units and authorities at the same time, including within the unit. In order to be able to understand and explain how collaboration takes place and is experienced, the study has been structured in such a way that the social services as the organization are described and explained based on, among other things, organizational theory. The social services are clarified based on which structure, the social secretaries work. Where both collaboration theory and complexity theory can be applied, it is also explained in more detail about internal and external collaboration, intraorganizational collaboration, interorganizational collaboration. The social secretaries are then described in their role and work performance, with a special focus on collaboration.Where specialization, legitimacy and profession form the basis for a desirable and evidence-based practice (EBP) performance of social work.  Finally, based on previous research and interviewees' statements, it has been possible to make a reflection from the clients' perspective of how they experience collaboration. This structure has facilitated the explanation of each component for a functioning collaboration and created an overview to be able to develop and clarify the social workers' experience of the collaboration.

Practitioners and academics agree that greater engagement between local diverse SOGIESC (sexual orientation, gender identity, gender expression and sex characteristics) actors (LDSA) and international humanitarian actors (IHA) is needed to make humanitarian responses more inclusive. Despite sector-wide commitments to inclusion and localization, there is a persistent uncertainty about how to meaningfully engage with each other, particularly in insecure contexts. As a starting point for researching this form of engagement, this thesis investigates the current inter-organizational engagement (IOE) between LDSAs and IHAs in the insecure Lebanese context and its implications for inclusive protection. By interviewing staff from the two key stakeholders this study examines challenges to diverse SOGIESC inclusion, their understanding of meaningful engagement, and the current dynamics of this IOE. The single case of Lebanon was chosen because the contrast between relatively visible LGBTIQ+ organizing and the legal, social, and political discrimination against LGBTIQ+ communities provides a unique avenue to explore the research problem. The study found multiple obstacles to diverse SOGIESC inclusion and asymmetrical dynamics of IOE. The former included a lack of diverse SOGIESC expertise and integration, attitudinal barriers, and inadequate funding. The latter focused on power imbalances grounded in funding and control mechanisms as impediments to meaningful engagement. Based on the findings, lessons learned for more meaningful IOE were identified, including mutual capacity-building, context-sensitive diverse SOGIESC trainings, greater prioritization and adequate funding as well as creating engagement opportunities, shifting power to LDSAs, taking safety precautions and an intersectional queer approach.

No description available.

現今，許多公司與他們的供應商夥伴建立跨組織資訊系統交換資訊、給予對方更快速的回應，以在快速變遷的環境之下維持競爭力。此篇研究進行文獻探討之後，分別從流程觀點還有動態能力觀點這兩個研究理論的基礎之下建立了研究架構，來衡量跨組織資訊系統的績效。我們的研究架構提出，一間公司有兩個重要的動態能力，分別是供應鏈的整合能力還有協調能力，在資訊科技的投資上還有公司績效之間扮演相當重要的角色。 / 我們在台灣的PC產業中發行問卷來衡量此研究架構，利用線性回歸來驗證假設。實驗結果支持了論文中的兩個假設：(1)跨組織資訊系統正向影響動態能力，(2)供應鏈的整合能力在跨組織資訊系統投資還有公司績效中間扮演重要的中介角色。 / Nowadays, firms usually develop inter-organizational systems (IOS) with their suppliers to exchange information and give each other faster responses to sustain their competency under a fast-changing environment. This study reviewed past literature and developed a research framework to evaluate IOS performance based upon two theoretical perspectives: process view and dynamic capabilities. This framework proposed that firms’ dynamic capabilities-- supply chain integration capability and supply chain coordination capability might be an important mediator between IOS investment and firm performance. / A general survey is conducted in Taiwan PC industry to validate the research model. A linear regression is used to testify the hypotheses. The results support our two hypotheses: (1) IOS investment is positively related to the dynamic capabilities, which also have obvious impact on firm performance; (2) supply chain integration is an important mediator between IOS investments and firm performance, and on the other hand, firm performance is partially mediated by supply chain coordination.

在現今全球化的商業環境下，企業越來越倚重與商業夥伴的合作，而跨組織資訊系統也成為了強化競爭優勢的有利工具。而大陸憑著廉價的勞動成本以及廣大的新興市場，在全球供應練上漸漸扮演了越來越重要的角色。如何在大陸發展成了其他國家企業的重要課題，而台灣由於地理、文化、語言相近的優勢下，更顯得其重要性。本研究試圖由關係觀點所提出的四個因素出發，探討跨組織資訊系統應用在大陸其績效的決定性因素。經過單一個案研究的分析，結果顯示有效管理對於跨組織資訊系統有強很大影響，相對之下互補性資源幾乎沒有影響力。 / As corporations rely more on collaboration with partners to enhance their position in the global business environment, many of them apply specific IOS as a powerful tool to link with their trading partners to take full advantage of collaboration. China with huge manufacturing base and huge market has been an important part of global supply chain. It is important for other countries to know how to do business with China, especially for Taiwan because of the approximation of geography, culture and language. To fulfill this need, this research aims to find out the key factors that influence IOS performance in China through an observation of a binary relationship built upon IOS by a Taiwanese OEM and its China suppliers / The literature review leads this research to propose four factors that will influence IOS performance in China based on the relational view. A single-case study is then taken to detect the determinant factors that will affect IOS performance in China base on the relational view. The results show that effective governance strongly affect IOS performance, whereas complementary resource endowment has extremely fewer influence on IOS performance. Further, the most important items overall are coordination of decision and operation integration and monitoring and control. That is, IOS success in China depends mostly on whether the firms can cooperate with each other through the IOS and keep the ability of monitoring and control the status of transactions and partners. Moreover, the results show us that different types of suppliers may have different concern with IOS relationship, and thus a conditional implementation plan is necessary to IOS success in China

Over the recent years, the paradigm of Innovation Laboratories (abr. InnoLabs) is gaining an increasing attention among business organizations as a potential source of assistance in the process of the development of new or the improvement of their existing products and/or services. Business organizations approach the InnoLabs in the search for assistance in dealing with the challenges of the often times complex and uncertain innovation process, and ultimately become successful in their innovation projects. Although the overall goal of the existing InnoLabs is to support the systematic, effective, and efficient innovation development, they target different innovation challenges and thereby vary in their focus and service offerings. As a consequence, all the innovation support that might be needed in the course of an innovation process remains dispersed among different InnoLabs. In this esteem, this thesis aims to centralize all the mediated support offered by the existing InnoLabs by bringing them into a collaborative network. In pursuance of this, initially, the diversity among the existing InnoLabs in terms of their structural and functional manifestations is explored by employing a triangulation of online survey and in-depth expert interviews with the InnoLab facilitators. Subsequently, based on the diversity observed herein, the incentives, approaches, and possibilities of interconnection among InnoLabs are determined. Having conceptualized the framework for inter-InnoLab collaboration, the next part of this thesis deals with facilitating such collaborations in an online space. The internet, since its inception, has drastically altered the practices of intra- and inter-organizational connectivity. Recently, one could observe a growing interest among all types of organizations towards the social networking sites (abr. SNSs) as an effective medium for reaching out to a global audience. As a result, a significant amount of business related information is already available and continuously accumulating on SNSs. However, the SNSs fall inadequate in supporting the inter-InnoLab collaboration because of the missing dedicated functionalities, isolated platform boundaries, platform dependencies, lack of support for domain-specific features, privacy concerns, and issues of data transparency. In response to this, this thesis advocates the designing of dedicated inter-organizational collaboration platforms with seamless integration of SNS data. Successively, employing a design science research approach, a dedicated, domain specific, and SNS integrated web-based collaboration platform (the InnoLab_Net) is designed for supporting inter-InnoLab collaborative activities.

Pour de nombreuses organisations aujourd’hui, les gains concurrentiels reposent sur des approches transversales de type projet. Par ailleurs, à mesure que les projets se multiplient et s’ouvrent sur leurs environnements interne et externe, le succès se conçoit de plus en plus en termes de valeur pour un nombre croissant d’acteurs ou parties prenantes impliqués directement ou indirectement dans ces projets.Dans cette perspective, l’objectif de notre recherche est de contribuer à mieux comprendre comment les gestionnaires créent les conditions favorables au bon déroulement et au succès de projets impliquant de nombreuses parties prenantes. Plus spécifiquement, le rapprochement de la littérature portant sur la politique dans les organisations, la gestion de projet et les compétences nous a conduits à nous interroger sur l’éventualité d’une compétence collective au service de la gestion politique des parties prenantes dans un projet. Appuyés sur un dispositif méthodologique de nature qualitative comprenant une vague d’entrevues préliminaires et deux études longitudinales de cas enchâssés, nous confirmons l’existence d’une véritable compétence politique et nous en décrivons pour la première fois les contours et le fonctionnement aux niveaux individuel, collectif, organisationnel et interorganisationnel. Ceci nous conduits à supporter une conceptualisation plus partagée du leadership et une approche plus authentique de la gestion des parties prenantes dans les projets comme source de performance. Nous proposons finalement quelques voies d’approfondissement pour mettre en œuvre une véritable gestion des compétences collectives politiques. / For numerous organizations today, competitive gains rely on a cross-disciplinary approach of project type. Furthermore, as projects multiply and open on their internal and external environments, success is increasingly measured in terms of value for the growing number of actors or stakeholders directly or indirectly involved in the projects.In light of this, the aim of our research is to contribute to a better understanding of how managers can create favorable conditions for good progress and the success of projects involving numerous stakeholders. More specifically, a comparison of the literature on organizational politics, project management and competence led us to question the possibility of a collective competence for the political management of project stakeholders.Based on a qualitative methodological plan, including a series of preliminary interviews and two longitudinal embedded case studies, we confirm the existence of a true political competence and, for the first time, we describe how it is shaped and how it operates at an individual, collective, organizational and inter-organizational level. This leads us to support a conceptualization of shared leadership and a more authentic approach of project stakeholder management as a source of performance. Finally, we have proposed several avenues of further research to implement real collective political competence management.

La littérature attribue au marketing un rôle d’interface et de connexion avec l’extérieur, renforçant le postulat d’un marketing naturellement « ouvert ». Toutefois, l’ouverture de l’organisation marketing spécifiquement n’est pas si évidente. Dans un article théorique, Day (2011) introduit le concept d’Open Marketing, défini comme la capacité de l’organisation de s’ouvrir à des réseaux de partenaires pour capter des insights et capacités marketing afin d’enrichir le marketing de l’entreprise. Le concept est intéressant, mais sa définition n’est pas formalisée et présente des lacunes. De plus, la question de l’apprentissage et du renforcement de l’organisation marketing grâce au réseau de prestataires est peu traitée dans la littérature. Aussi, dans une visée compréhensive, la thèse propose de répondre à la problématique suivante : « Quelle compréhension offrir du concept d’Open Marketing et de son intérêt pour renforcer les ressources, les capacités et les compétences marketing dans l’organisation ? ». Deux études empiriques qualitatives sont conduites. L’étude 1, de nature exploratoire, génère plusieurs résultats. (1) Une conceptualisation claire et validée empiriquement de l’Open Marketing est apportée. Le postulat normatif d’ouverture est d’ailleurs remis en cause : les organisations marketing ne s’appuient pas toutes sur leur réseau de prestataires pour développer les ressources et les compétences de leurs collaborateurs avec la même intensité, ni avec la même intention stratégique. (2) Les dimensions et formes du concept sont mises à jour : deux types d’Open Marketing (Organisé et Intuitif) et deux modes d’Open Marketing (Orchestration et Maîtrise) sont distingués. (3) Une analyse du contexte permettant à l’Open Marketing de se déployer est fournie. (4) Une décomposition du flux d’apports provenant du réseau de prestataires en ressources, capacités et compétences marketing est proposée, illustrant les actifs qui peuvent être captés par les collaborateurs marketing dans le cadre de l’Open Marketing. L’étude 2 se base sur l’étude d’un cas d’Open Marketing « Organisé » et d’un cas d’Open Marketing « Intuitif ». Elle montre que la structure relationnelle dans laquelle se déploie l’Open Marketing influence les apports captés et le processus de captation de ces apports. Au final, la thèse montre aux organisations marketing l’intérêt de s’ouvrir et de déployer une capacité d’Open Marketing pour développer les connaissances et compétences de leurs collaborateurs à budget constant, grâce au réseau de prestataires marketing extérieurs. / Marketing has been given a strong interface and connection role within the literature, creating the assumption of a naturally “open” marketing. However, specifically, the opening of the marketing organization is not so obvious. In a theoretical paper, Day (2011) introduces the Open Marketing concept, defined as a capability to open the marketing organization to partners’ networks so as to gain marketing insights and capabilities in order to enrich the firm’s marketing. The concept is interesting, but its definition is not formalized and presents some drawbacks. Besides, the literature does not fully address the question of the marketing organization’s learning and enrichment thanks to marketing suppliers’ networks. Therefore, in a comprehensive intent, our work aims at answering the following question: “Which comprehension can be offered of the Open Marketing concept and of its interest to develop the organization’s marketing resources, capabilities and competences?” We conduct two empirical qualitative studies. Study 1 is exploratory and leads to several results. (1) A clear and empirically validated conceptualization of Open Marketing is brought to the literature. Besides, the normative “opening” assumption is reversed: marketing organizations do not rely on their suppliers’ network to develop their employees’ resources and competences with the same intensity and strategic intent. (2) The dimensions and forms of Open Marketing are revealed: two Open Marketing types (Organized and Intuitive) and modes (Orchestration and Mastery) are distinguished. (3) An analysis of the context allowing the Open Marketing deployment is offered. (4) The inputs flow coming from the suppliers’ network is disaggregated into marketing resources, capabilities and competences, thus illustrating the assets that can be captured by marketing employees in the Open Marketing process. Study 2 is a case study of an “Organized” Open Marketing organization and an “Intuitive” Open Marketing organization. It shows that the relational structure in which Open Marketing is deploying influences the inputs captured, as well as the process through which these inputs are gained. Finally, the thesis shows to marketing organizations that it can be interesting to engage in an opening process and to deploy an Open Marketing capability in order to develop marketing employees’ knowledge and competences, without supplementary expenses, thanks to the marketing suppliers’ network.