Finnish teachers continue to receive significant attention among educators, educational leaders, and policy makers in the United States and around the globe. In addition, teacher collaboration continues to receive support as a meaningful part of teacher work and practice. Teacher collaboration is frequently described in various ways within different contexts. This study aims to: (a) better understand the nature of Finnish teacher collaboration by examining three teacher collaboration behaviors (sharing information and knowledge, planning, and problem-solving); (b) explore the extent to which Finnish teacher collaboration is formal (or school-required) collaboration and informal (or voluntary) collaboration; and (c) investigate the extent to which Finnish teachers attribute teacher learning to teacher collaboration. Using both qualitative and social network methods, the sample included 19 teachers from two comprehensive Finnish schools (1st–9th grades) who completed an online survey of professional network and open-ended questions. Analyses highlights the following: (a) Finnish teachers at a comprehensive school engage in the three teacher collaboration behaviors (sharing information and knowledge, planning, and problem-solving); (b) Finnish teachers at a comprehensive school value and collaborate in both formal and informal network structures; and (c) Finnish teachers at a comprehensive school attribute a degree of teacher learning, in terms of teacher improvement, to teacher collaboration.

Etre membre d'un réseau offre à l'entreprise un lieu, un espace d'échanges et de progression. C'est un moyen de valoriser ses savoir-faire et se différencier de ses concurrents. Une collaboration efficace mise en place entre les entreprises est avant tout fondée sur la confiance mutuelle. Selon les termes contractualisés du partenariat, les bénéfices voire les risques peuvent alors être partagés aboutissant à une relation gagnant-gagnant. Si au contraire les parties prenantes n'ont pas pris toute la mesure des conséquences de ces collaborations, elles peuvent se trouver dans des situations peu confortables mettant en danger la survie même des plus dépendantes d'entre elles. L'analyse du déséquilibre et des pouvoirs relatifs des partenaires au sein d'un réseau est une clé méthodologique pertinente pour comprendre le comportement de chaque membre et son influence sur le fonctionnement global. Un acteur puissant peut imposer des conditions défavorables à ses fournisseurs ou clients. Si une entreprise sur-estime ou sous-estime son pouvoir, elle pourrait affecter sa capacité de négociation avec le fournisseur ou le client. Dans ce contexte, la contribution majeure visée par nos travaux est l'élaboration d'une étude fondamentale mais surtout pratique sur le concept du pouvoir. Ainsi, nous proposons un cadre d'analyse et une boîte à outils permettant à une entreprise de comprendre le réseau d'influences l'englobant afin de réduire au maximum les impacts négatifs d'un déséquilibre des pouvoirs. Nous mettons au point une méthode d'analyse situationnelle conçue pour aider les gestionnaires à analyser les situations de collaboration lesquelles les acteurs seront impliqués, et à prédire leurs stratégies et tactiques plausibles. Nous proposons également une étude pour évaluer et comparer le pouvoir relatif entre deux acteurs sur la base de la dépendance. Une validation de nos résultats sur pouvoir a été réalisée via des interviews dans quatre entreprises du secteur higt tech au Maroc. Les résultats de nos recherches permettent d'apporter une contribution à la connaissance des enjeux théoriques et empiriques du Pouvoir / Being a menber of a network offers the company a place, s space for exchange and progression. This is a way to develop its expertise and distinguish it from other competitors. Effective collaboration established betqeen companies is primarily based on mutual trust. under the terms of the partnership contracted, benefits or risks can therefore be shared, which results in a xin-win relationship. on the contrary, unless the stakeholders have taken into account the powerful effects of these collaborations, thez may find themselves in uncomfortable situation. The analysis of the imbalance of powers of the partners in a network is a pertinent methodological key to understanding the behavior of each member and its influence on the global functioning of network. A powerful actor may impose unfavorable contions to its suppliers, or even customers Il a company overestimates or underestimates its power, il could affact its ability to negotiate with the supplier or the customer. In this context, our xork intends mainly to contribute to the development of a basic study of power. We propose an anlysis framework allowing a company to understand the power in order to reduce the negative impact of power imbalance. Additionally, we develop a situational analysis method with a vezwq to assisting managers in collaborative situations to predict their plausible strategies and tactics. We also provide a method to evaluate the relative power between two actors on the basis of dependency. Validation of our results research on power comes from interviews conductef in four high tech sector companies in Morocco. Thus, the results of our research aim to contribute to the understanding of the theoretical and empirical issues of power.

Despite the significant growth of inter-institutional research collaboration, there has been a disparity of partnerships between universities with different history, missions and identities. In competition for limited resources, inter-institutional collaborations among Predominantly White Institutions (PWIs) and research-intensive universities appear more frequent and better supported than between PWIs and Historically Black Colleges and Universities (HBCUs) or other minority-serving institutions (MSIs). Developing grant funding strategies is one way to enhance collaboration between faculty at HBCUs/MSIs and faculty at PWIs and improve pathways for success among traditionally underrepresented groups. The Institute for Critical Technology and Applied Science (ICTAS) at Virginia Tech, a research-intensive PWI, launched a unique seed funding program, the ICTAS Diversity and Inclusion Seed Investment (ICTAS DandI Investment), in 2016 to build direct faculty-to-faculty research partnerships between faculty at Virginia Tech and faculty at various HBCUs/MSIs. With the rarity of such initiatives and recognizing the primacy of the topic, this doctoral study was defined in the context of the ICTAS DandI Investment to investigate the little-understood phenomenon of research collaboration between faculty at HBCUs/MSIs and faculty at PWIs. The study informed by several bodies of literature including social psychology, inter-organizational relationships, and ethics and moral philosophy. A qualitative multiple case study approach was employed to explore factors that influence the sustainability of collaboration considering the perspectives of faculty in the context of the ICTAS DandI Investment. The ICTAS DandI Investment-related reports as well as survey and interview data were collected from 15 faculty members representing eight collaborative teams, across Virginia Tech and six different HBCUs. The findings indicate that potential collaboration and sustainability of partnerships rely on dynamic interactions between three dimensions in temporal context: Structure, broader institutional and contextual elements, Diversity, similarities and differences between team members' characteristics, abilities, and identities, and Relation, interactions and exchanges between collaborators and their outputs in doing collaboration. The study shows ICTAS has been successful in facilitating fruitful collaborations among faculty participants at different institutions. Based on the findings in this study I recommend that forging and maintaining long-term relationships of collaborative teams across HBCUs and PWIs need attention to the importance of capacity building over time and broader organizational and administrative factors such as support structure and credit allocation. Further, I recommend that administrators and policymakers to develop similar programs as a strategy for broadening participation and enhancing diversity, equity, and inclusion, not merely as a means for enhancing research productivity. / Doctor of Philosophy / Research collaborations between faculty members have become a common practice in higher education. The number of research collaborations across institutions, inter-institutional research collaborations, has increased significantly over the last few decades. However, there has been a disparity of partnerships between universities with different history, missions and identities. Collaborations among elite universities and Predominantly White Institutions (PWIs) appear better supported and far more common than collaborations between Historically Black Colleges and Universities (HBCUs) or other minority-serving institutions (MSIs) and PWIs. Considering the rarity of faculty collaboration across HBCUs/MSIs and PWIs and the lack of research studies on the process and dynamics of faculty collaboration, this dissertation study aimed to enhance the understanding of research collaboration between faculty at HBCUs/MSIs and PWIs. The study was defined in the context of a seed funding program, the ICTAS Diversity and Inclusion Seed Investment Program (ICTAS DandI Investment) at Virginia Tech. The program aims to facilitate research partnerships between faculty at Virginia Tech, a PWI, and faculty at HBCUs/MSIs. The general phenomenon of interest was faculty research collaboration across HBCUs/MSIs and PWIs. The dissertation specifically investigated factors that facilitate sustainable collaboration between faculty at HBCUs/MSIs and a PWI, primarily through understating faculty experiences with collaboration. In this study, sustainability has been characterized as continued working relationship between faculty at Virginia Tech and faculty at HBCUs/MSIs beyond the funding period, when they first received support through the ICTAS DandI Investment. Fifteen faculty members representing eight collaborative teams, across Virginia Tech and six different HBCUs, participated in this study. The primary sources of data were individual interviews and survey questionnaires. The data analysis and comparison across different teams indicated several factors essential to sustainable inter-institutional faculty collaboration. The factors were further aggregated to three broader dimensions: Structure, broader institutional and contextual elements; Diversity, similarities and differences between team members' characteristics, abilities, and identities; and Relation, interactions and exchanges between collaborators and their outputs in doing collaboration. In addition, the findings indicated that time plays an essential role in team processes. Based on the findings in this study, I recommend that forging and maintaining long-term relationships of collaborative teams across HBCUs and PWIs need attention to the importance of capacity building over time and broader organizational and administrative factors such as support structure and credit allocation. Further, I recommend that administrators and policymakers to develop similar programs as a strategy for broadening participation and enhancing diversity, equity, and inclusion, not merely as a means for enhancing research productivity.

In the prospect of new public governance, defined as a process in which actors of all sectors work together on common issues, this thesis seeks to best understand the evolution and the operation of interorganizational concertation. This project has allowed the emergence of a model of interorganizational concertation in a municipal context, based on a processual and longitudinal study of the case Sherbrooke Ville en santé . Qualitative data have been preferred. The literature on interorganizational collaboration and the concept of the archetypes have provided the basis for the conceptual framework. This research has highlighted the dynamic nature of the interorganizational collaboration. The results led to establish the centrality of values and principles agreed to by the stakeholders of a concertation table, as well as the role played by leaders deemed credible, legitimate and notable. It is also in combining the ambiguity of the objectives and the flexibility of the settings that the support of members carrying multiple motivations seems facilitated. Around these core concepts, three phases are developing (design, organizational settings, balance and follow-ups) in constants interaction with each other, demonstrating the flexibility of the organization and its repeated adjustments, consistent with the principles that animate the collaboration. This adds a fourth phase, one of reflexivity, during which members learn from the ongoing experience of concertation itself. This project does not claim to set up a model that would be right for all concertation settings. However, through an in-depth case study, it opens the way to the comparison of these results to other experiences, growing the knowledge in the evolution and the dynamics of the interorganizational collaboration in a context of municipal governance.

Ce mémoire a pour problématique la coordination des services éducatifs complémentaires dans une école secondaire. Il interpelle plus précisément le champ de l'éducation à l'égard des besoins que posent la multiplicité et la spécialisation des services offerts aux élèves vivant des difficultés personnelles tant au plan scolaire que social. Dans la mesure où l'offre des ressources éducatives et socio-éducatives constitue un facteur de protection pour les élèves à risque de mésadaptation, la coordination des services éducatifs complémentaires peut être perçue comme un élément clé afin de contribuer à la persévérance scolaire. Cette recherche pose donc la question suivante: Quels sont les besoins d'une équipe de services éducatifs complémentaires en regard de la coordination dans le contexte scolaire secondaire ? Cette question nous a permis d'explorer la coordination de ces services, sous les angles de la continuité et de la collaboration. Le présent mémoire a poursuivi trois objectifs qui nous ont conduits à réaliser une étude de cas auprès d'une équipe constituée d'intervenants scolaires. Le premier objectif vise à connaître le fonctionnement des services complémentaires dans le cadre de la démarche d'intervention menée dans une école secondaire de la commission scolaire de la Région-de-Sherbrooke. Le deuxième objectif vise à repérer la présence de modalités de continuité et de collaboration au sein de cette démarche d'intervention. Le troisième objectif cherche enfin à contribuer à une réflexion, quant à une façon de coordonner les services complémentaires d'une équipe d'intervenants, en fonction de certains dispositifs comme celui de la gestion de cas. Ces objectifs ont structuré l'ensemble de nos opérations de recherche afin de documenter le processus de coordination des services éducatifs complémentaires à partir de renseignements documentaires et d'entrevues conduites auprès d'acteurs ciblés dans une école secondaire.

La douleur à l'unité de soins intensifs (USI) est un phénomène complexe et nocif. La gestion de la douleur à l'USI exige la collaboration des principaux acteurs, soit le patient, les infirmières et les médecins. Bien qu'il soit nécessaire d'être formé pour être en mesure de collaborer, les études qui ont évalué l'impact de formations interprofessionnelles sont peu concluantes. Elles sont, par ailleurs, réalisées en l'absence de cadre de référence. Le seul cadre de référence traitant de la formation à la collaboration professionnelle ne décrit pas le concept de compétence. Il ne décrit pas non plus les manifestations de la compétence qui doivent être développées chez les professionnels pour qu'ils agissent avec compétence dans le cadre de la gestion de la douleur en collaboration à l'USI. Nous avons donc entrepris une étude dotée d'un cadre de référence ciblant la formation à la collaboration interprofessionnelle (D'Amour et Oandasan, 2004), tout en y intégrant une définition reconnue du concept de compétence afm que des experts puissent déterminer les manifestations prioritaires de la compétence à développer. OBJECTIF : Déterminer les manifestations prioritaires de la compétence à développer chez les infirmières et les médecins dans le cadre d'une formation interprofessionnelle pour une pratique en collaboration centrée sur le patient (FIPCCP) pour la gestion de la douleur à l'USI. MÉTHODE : Un dispositif d'enquête utilisant la technique Delphi auprès d'experts a été utilisé selon la procédure décrite par Pineault et Daveluy (1995). Au total, 30 participants ont été recrutés, soit 15 infirmières et 15 médecins reconnus comme étant des experts de la gestion de la douleur à l'USI et de la collaboration interprofessionnelle. Trois envois de questionnaire ont été faits sur une période de onze mois. Le premier questionnaire a permis de générer des idées à partir de suggestions tirées des écrits sur la FIPCCP pour la gestion de la douleur et de les organiser selon le cadre de référence de la FIPCCP (D'Amour et Oandasan, 2004) bonifié de l'approche par compétence (Lasnier, 2000). Une analyse de contenu a été réalisée sur les réponses à ce premier questionnaire. Il en est ressorti une classification des manifestations de la compétence à mobiliser selon les connaissances, les attitudes, les habiletés et le contexte nécessaires à la FIPCCP pour la gestion de la douleur à l'USI. Cette classification a été soumise aux participants sous forme de vote lors du deuxième questionnaire pour cibler les manifestations prioritaires. Enfin, le dernier questionnaire a permis d'établir un consensus d'experts sur ces priorités. RÉSULTATS : À la fin des trois rondes de questionnaires, les participants ont priorisé de façon consensuelle 24 manifestations de la compétence accompagnées de cinq éléments contextuels nécessaires pour que les infirmières et les médecins puissent développer la compétence à collaborer pour assurer une gestion optimale de la douleur à l'USI. Ils ont été regroupés en cinq composantes de la compétence : 1) anticiper et prévenir la douleur (4 manifestations et 2 éléments contextuels), 2) détecter, évaluer et monitorer la douleur (8 manifestations et 1 élément contextuel), 3) soulager la douleur (3 manifestations et 1 élément contextuel), 4) adapter sa pratique en fonction des pratiques exemplaires qui évoluent (2 manifestations, aucun élément contextuel) et 5) partager ses connaissances avec ses partenaires de soins (7 manifestations et 1 élément contextuel). Ces manifestations sont présentées sous la forme de devis de compétence en quatre colonnes : les connaissances, les attitudes, les habiletés et les éléments contextuels pour chacune des cinq composantes. CONCLUSION : La contribution unique de cette étude a été de classer les manifestations prioritaires de la compétence à la gestion de la douleur en collaboration à l'USI et de les présenter sous forme de devis de compétence pour une FIPCCP qui reflète les besoins des cliniciens du Québec. D'autres études devront être effectuées avant de pouvoir tester l'efficacité d'une formation continue utilisant ce devis de compétence.

Building information modelling (BIM) is not only an authoring tool for architects and engineers, but also an analysis tool for all stakeholders in the supply chain procurement process. Analysis tools such as the code checking of building regulations and environmental simulations that can report on heating loads, daylighting and carbon use will influence the adoption of intelligent modelling faster and further than previously thought. The benefits for clients should not be underestimated either and some are already reaping them where project certainty is to the fore. However, the professional language that architects and engineers espouse is a latent force that can run counter to fostering collaboration. An emerging professional, the Architectural Technologist, can bridge that divide and adopt the adjunct role of manager in the integrated project delivery. The impact of digitalisation on the management role of architectural technology leads to four objectives namely; the practicalities of integrating drawing operations; the practicalities of design processes within the databased controlled programmes; the mapping of the overall process pitted against individual responsibility, data reliability and standard risk and the significant contribution to an understanding of how IMT’s will drive changes within the discipline of Architectural Technology through the next decade. These objectives were then tested to establish whether there was an evolution in the manner in which the design team is structured. They included; how the opportunities for BIM are impacting design strategies, how they are impacting associated management structures and a deeper analysis of the changing role of the architectural technologist as a result of adoption. In conclusion, two streams were identified where one points to the educational set-up where primarily there is an apparent latent talent shortage waiting to be filled. Secondly, to the industry where project certainty will evidently drive the adoption of building information modelling and integrated project delivery as both clients and contractors will require projects to be delivered in BIM formats.

Introduction – Supply chains increase in size and complexity, more actors are becoming involved and an increased collaboration among actors are a necessity. Still, undesired conflicts occurs and are unavoidable in a collaboration. There are ways to reduce the negative effects and improve management of conflicts provided by previous researchers focus on conflicts and conflict management in general. However, this thesis emphazises on investigating what conflicts that occur within different collaboration setups that can be attributed to the type of logistics company involved. Therefore, the following purpose is stated: Investigate what types of conflicts occurring during collaboration that can be attributed to the different roles of 3PL and 4PL companies. Methodology – To answer the purpose a single case study was conducted which involved a focal firm and its collaboration with two different logistics companies (a 3PL and a 4PL) within the same economical climate. Due to the uniqeness of the case, a multiple methods qualitative study was performed and to strengthen the validity of the data collected both documantary analysis as well as semi-structured interviews were conducted. Respondents were handpicked based on knowledge of both collaboration setups, to ensure quality of the data collected. Gathered data were sumarized and categorized using Mamad and Chahdi (2013) conflict factors, and later analyzed to accurately detect key points to generate a result and answer the research questions. Result – To summarize the result, findings of what we discovered through our data analysis generated similarites and differences in conflicts occurred within both collaboration setups. These conflicts are linked to Mamad and Chahdi (2013) conflicts factors regarding collaboration among actors, in order to clarify why and which conflict area these conflicts occurred in. Analysis – From the conflicts identified in the result, further analysis were conducted. Where, previous literature regarding logistics companies (3pl and 4PL) were applied in order to enable attribution of conflicts to company types. Conclusion – Through the analysis, many conflicts that occured are based on factors such as operational structure, problem solving and company policies which are not affected by the company type. However, three conflicts and problem areas can be connected to be generally more common either with 3PL companies or 4PL companies. The first lies within the commitment area where 3PL companies can generally be seen as less committed. The second area is communication were important information were more often late due to passing through more actors, causing more conflicts when collaborating with a 4PL. The last problem area were within formalization where findings suggests that there are conflicts caused by 4PLs using several carriers which causes problems such as varying regulations and truck dimensions from carriers.

Studiens syfte var att undersöka individens upplevelse gällande samarbete, gruppsammanhållning, förtroende och kollegialt stöd i ett virtuellt team i jämförelse med ett traditionellt team. Studien genomfördes på en rikstäckande myndighet som arbetat med virtuella team i tio år. I studien deltog sju intervjupersoner varav fyra personer var män och tre personer kvinnor som valdes ut genom ett målstyrt urval. Personerna var mellan 28 och 62 år gamla och hade haft en anställning inom vald organisation under minst två år. Personerna ingick i samma team men hade olika platsbundenheter. Data samlades in genom semi-strukturerade intervjuer och analyserades med hjälp av en kvalitativ innehållsanalys. Resultatet bekräftade tidigare teori om utmaningar i utvecklande av samarbete, gruppsammanhållning, förtroende och kollegialt stöd inom virtuella team. Intervjupersonerna upplevde ett starkare samarbete, gruppsammanhållning, förtroende och kollegialt stöd för de kollegor som var samplacerade och såg därmed ingen nytta av det virtuella teamet.

This work presents two mechanisms for modeling alliance formation between leader carriers in a freight network for more efficient utilization of their resources: partial collaboration and complete collaboration. The performance of these alliance formation mechanisms is compared against the no collaboration case for various network topologies and demand levels. In the partial collaboration case, each leader carrier first maximizes his individual profits and leases out the residual capacity to other carriers. In the complete collaboration case all leader carriers join together to maximize the profit of the alliance. The profits are then distributed among the alliance members using the Shapley value principle. Numerical tests reveal that the topology of the network and the demand levels play an important role in determining the profits from each collaboration mechanism. It was also inferred that each of these factors also play a major role in determining the best collaboration strategy. / text