In complex emergency situations, there are many times when the rescue service, the police and the medical service must cooperate. To improve the cooperation Samverkan Östergötland has developed ten measurable indicators regarding cooperation to investigate and increase the cooperation between the different organizations. They are then used when the participants of the network Samverkan Östergötland meet two to seven times a year to discuss different local accidents and investigate how and if the indicators were applied during the work at the incident site. The purpose of the study was to investigate how the indicators are used and how there could be improvements regarding the indicators. The study was conducted by applying descriptive statistics and thematic analysis regarding all the protocols from the 14 meetings. The study was based on protocols where a total of 24 incidents were discussed. The result was corroborated by the coordinator of the Samverkan Östergötland by conducting a semi structured interview. The result indicated that the indicators were fulfilled to varying extent. The findings suggest that more structure regarding documenting and communication is needed, and common training needs to be increased in order to improve the cooperation in accordance of the use of the indicators.

Multi-agent multi-team systems are commonly seen in environments where hierarchical layers of goals are at play. For example, theater-wide combat scenarios where multiple levels of command and control are required for proper execution of goals from the general to the foot soldier. Similar structures can be seen in game environments, where agents work together as teams to compete with other teams. The different agents within the same team must, while maintaining their own ‘personality’, work together and coordinate with each other to achieve a common team goal. This research develops strategy-based multi-agent multi-team systems, where strategy is framed as an instrument at the team level to coordinate the multiple agents of a team in a cohesive way. A formal specification of strategy and strategy-based multi-agent multi-team systems is provided. A framework is developed called SiMAMT (strategy- based multi-agent multi-team systems). The different components of the framework, including strategy simulation, strategy inference, strategy evaluation, and strategy selection are described. A graph-matching approximation algorithm is also developed to support effective and efficient strategy inference. Examples and experimental results are given throughout to illustrate the proposed framework, including each of its composite elements, and its overall efficacy. This research make several contributions to the field of multi-agent multi-team systems: a specification for strategy and strategy-based systems, and a framework for implementing them in real-world, interactive-time scenarios; a robust simulation space for such complex and intricate interaction; an approximation algorithm that allows for strategy inference within these systems in interactive-time; experimental results that verify the various sub-elements along with a full-scale integration experiment showing the efficacy of the proposed framework.

Metateams are both largely unexplored in the IS literature and economically important to major corporations and their IT vendors. Metateams are temporary groups composed of two or more geographically and inter-organisationally dispersed teams, commercially linked by project-specific agreements and enabled by electronic means of communication. Each one of these teams fulfils a particular and measurable objective, enshrined in the team's goal hierarchy and contractual obligations. The combination of efforts from every team in a metateam, contributes to achieving a common distant goal of project implementation. Thus, metateams are temporary teams (or groups) of distributed teams working across distance, firms, and cultures. In metateams, each participant team works with other teams on organisationally heterogeneous collaborative projects. Metateams are new and potentially powerful work structures resulting from the convergence of outsourcing, virtual organisations, and demands for global competitiveness. They promise to build IT solutions of high complexity, by integrating expertise from different fields and organisations. With the assistance of communication technologies, metateams can conquer barriers of time and space, enabling collaborative endeavours across a nation or across the globe. In a global business environment that demands innovation, flexibility, and responsiveness, metateams represent a revolution in the way organisations and practitioners do IT projects. However, as this study found, managing metateams presents unique difficulties due to conflicting demands arising from multiple realities. This dissertation presents an empirical research using a grounded theory approach that studies a major IT project performed by a metateam. The conceptual account emerges from an exploratory study of a major IT development and implementation project in the telecommunication industry. The project involved three key organisations and teams based in Australia, the Middle East, and Eastern Europe. The core pattern emerging from this study is one of constant conflict discovery and resolution, a process that progressively, and at a cost, allows the project to evolve from its initial incongruence into either a working solution or into project abandonment. This theory-building study presents a theoretical model, grounded on rich empirical data, interrelating key concepts of cost, conflict, communication, and trust, which serves to explain the pattern of actions and to propose a number of practical conclusions and recommendations. This research was guided by two key research objectives: (a) to add theoretical content to the understanding of key processes enacted by metateams in performing IT project work; and (b), to develop a framework that assists researchers and practitioners in predicting, explaining, and evaluating events and process associated with metateams. To the author's best knowledge, this study describes for the first time in the IS literature, the metateam organisation and the significant contextual issues they confront. In doing so, the study develops an understanding, grounded on rich empirical data from the substantive field of metateams. This new understanding contributes to both IS research and practice and provides guidance for future research.

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