The purpose of this study is to allow social workers who work with financial assistance to give their view of cooperation. We want to understand what opportunities and obstacles they experience with collaboration. The empirical material has been collected through nine semi-structured interviews with ten interviewees in nine different cities. According to both the previous research that this study deals with and Socialstyrelsen (2021), social workers who work with financial assistance need to cooperate with other actors in order to be able to perform the work that the professional role requires. This study shows that social workers who work with financial assistance face several obstacles in collaboration with other actors but also with other units within social services. Obstacles that stand out are lack of accessibility, lack of knowledge of each other's areas and lack of will. The social workers also believe that collaboration gives them knowledge of the work of other actors and that the work within financial assistance is made more efficient through collaboration. The study also shows suggestions for improvement regarding collaboration between financial aid and other actors. The study primarily shows a need for increased knowledge of economicassistance and the social workers' need to collaborate with other actors in order for them to be able to do the job that the professional role describes

The purpose of this study was to identify factors that influence leadership and its distribution in the Arab Bureau of Education for the Gulf States (ABEGS) Saudi Arabia. The research was undertaken in the ABEGS as a case study and its two initiatives, the Gulf Arab States Educational Research Centre (GASERC) Kuwait, and the Arab Educational Training Centre for Gulf States (AETCGS) Qatar respectively. The findings of this study reveal that the leadership in this interorganizational environment is distributed within the four levels of organizational structures. The visionary leadership comes from the inner most core political level that has its influence and direction at the strategic, managerial, and operational levels of the organization. . Based on extensive research of Leithwood and his colleagues, this study will integrate four leadership functions of setting directions, structuring the organization, developing capacity, and managing the (partnership) program into the analysis of interorganizational partnerships. The study also examined ‘securing accountability’ as another important leadership function in the partnership environment. I learnt that multiple factors influence leadership and enable different individuals and groups to perform these functions at the strategic, managerial and operational levels of the interorganizational structures. However, the major influence on leadership that weaves through the strategic level to the grassroots levels is the consultative process embedded in the organizational structures of the Arab Bureau. Some other prominent factors that influence leadership found in the study are positional power in the hierarchy, experience and knowledge, and dedication and commitment. Researchers like Benson, Mawhiney, Kickert, Proven, and Rodríguez, explored interorganizational partnerships and view the structures of leadership either vertically centralized or horizontally distributive. I argue that interorganizational leadership works horizontally at each level of the partnership i.e. strategic, managerial, and operational and vertically between these levels in the ABEGS partnership as shown in the ‘Circular Model of Interorganizational Leadership’ of this study. The leaders at various levels in the Arab Bureau from the member states function as equals. However, firm vertical hierarchy exists between various levels in the structures of the ABEGS. It is therefore established that horizontal and vertical leadership work simultaneously in interorganizational partnership environments as found in the case study of the Arab Bureau.

The purpose of this study was to identify factors that influence leadership and its distribution in the Arab Bureau of Education for the Gulf States (ABEGS) Saudi Arabia. The research was undertaken in the ABEGS as a case study and its two initiatives, the Gulf Arab States Educational Research Centre (GASERC) Kuwait, and the Arab Educational Training Centre for Gulf States (AETCGS) Qatar respectively. The findings of this study reveal that the leadership in this interorganizational environment is distributed within the four levels of organizational structures. The visionary leadership comes from the inner most core political level that has its influence and direction at the strategic, managerial, and operational levels of the organization. . Based on extensive research of Leithwood and his colleagues, this study will integrate four leadership functions of setting directions, structuring the organization, developing capacity, and managing the (partnership) program into the analysis of interorganizational partnerships. The study also examined ‘securing accountability’ as another important leadership function in the partnership environment. I learnt that multiple factors influence leadership and enable different individuals and groups to perform these functions at the strategic, managerial and operational levels of the interorganizational structures. However, the major influence on leadership that weaves through the strategic level to the grassroots levels is the consultative process embedded in the organizational structures of the Arab Bureau. Some other prominent factors that influence leadership found in the study are positional power in the hierarchy, experience and knowledge, and dedication and commitment. Researchers like Benson, Mawhiney, Kickert, Proven, and Rodríguez, explored interorganizational partnerships and view the structures of leadership either vertically centralized or horizontally distributive. I argue that interorganizational leadership works horizontally at each level of the partnership i.e. strategic, managerial, and operational and vertically between these levels in the ABEGS partnership as shown in the ‘Circular Model of Interorganizational Leadership’ of this study. The leaders at various levels in the Arab Bureau from the member states function as equals. However, firm vertical hierarchy exists between various levels in the structures of the ABEGS. It is therefore established that horizontal and vertical leadership work simultaneously in interorganizational partnership environments as found in the case study of the Arab Bureau.

Theoretical and practical aspects of inter-organizational interaction are developed in a dissertation. The first chapter of the thesis analyses the theoretical background of the inter-organizational interaction in a thorough and integrated way. There is an overview of Lithuanian scholars’ contribution in analysis of different problems related to partnerships and collaboration, the analysis of the inter-organizational interaction concept contents, the analysis of the inter-organizational interaction models, definition of the collaboration determinants, the purification of inter-organizational interaction forms, the description of the joint activities aspects among the main Local Government authorities and other organizations. The second part analyses the practical aspects of the Local Government inter-organizational interaction. The first stage of research aimed at highlighting the peculiarities of organization and management of inter-organizational interaction in the municipalities and at defining the main problems. For this purpose, the examples of inter-organizational interaction of Local Government and other public, private and non-government sector organizations were analysed. In the second stage of research, the inter-organizational interaction is analysed on the micro level. The main objective of the research was to define the features of the meetings of inter-organizational interaction subjects and to highlight the most typical meeting organization and management... [to full text] / Disertacijoje nagrinėjami tarporganizacinės sąveikos teoriniai ir praktiniai aspektai. Pirmojoje dalyje susistemintos teorinės žinios apie tarporganizacinę sąveiką: pateikta organizacijų sąveikos teorijų apžvalga, gvildenamos tarporganizacinės sąveikos ir organizacijų integracijos sampratų problemos, analizuojami tarporganizacinės sąveikos modeliai, išryškintos bendradarbiavimo determinantės, gilinamasi į skirtingų tarporganizacinės sąveikos formų (integracinio bendradarbiavimo, partnerystės, kooperacijos ir kt.) turinį. Teorinėje disertacijos dalyje taip pat pristatomos vietos savivaldos tarporganizacinės sąveikos įgyvendinimo strategijos bei sąveikos proceso organizavimo principai, aptariamos kai kurios bendradarbiavimo įgyvendinimo problemos. Antrojoje dalyje analizuojami tarporganizacinės sąveikos Lietuvos vietos savivaldoje tyrimo rezultatai. Pagrindiniai klausimai, į kuriuos siekta atsakyti – kokiu būdu organizuojama ir valdoma vietos savivaldos tarporganizacinė sąveika, ar ši praktika yra veiksminga bendradarbiavimo plėtros požiūriu. Lietuvos vietos savivaldos tarporganizacinė sąveika tirta gilinantis į tris sąveikos sritis: tarporganizacinės sąveikos organizavimas ir valdymas įgyvendinant bendras programas ir projektus (mezo lygmuo), tarporganizacinės sąveikos subjektų susitikimų valdymas (mikro lygmuo) ir vietos savivaldos atstovų požiūrio į tarporganizacinės sąveikos turinį tyrimas (sąveikos konteksto dedamoji makro lygmeniu). Disertacijoje pateiktas skirtingų... [toliau žr. visą tekstą]