This research examines the manifestation of collaborative relationships among technological individuals involved in innovation across corporate alliances on scale. Collaboration “on scale” refers to the necessity for global companies to work together to innovate, thus developing ways of cooperating across multiple alliances. ‘Organizations’ do not do this – it is the individuals who work for them that do. However, traditional research defaults to a corporate culture focus on innovation processes and tools, with the result that little is known about how individuals representing their companies collaborate with individuals in numerous other companies in order to achieve innovation.
The research therefore looks through the lens of the individual with the aims of (i) understanding how individuals relate and collaborate with others in a range of companies; (ii) finding ways of improving those relationships, and (iii), actively bridging the gap between academia and business so that the learning from this project can be applied in practice.
A qualitative, interview based methodology is used to identify individual attributes and gain an understanding of their impact on collaborative relationships. Five main themes are discovered that explain the individual behavioral influences that stimulate or hinder collaborative relationships in innovation practice. They are Make it Personal, Value Relationships, Champion the Cause, Offer Tribute, and Trust Your Intuition.
The conclusions call for leaders to develop a deeper focus on individuals contributing to collaboration, strengthen relationships, integrate collaboration and innovation, improve intuitional skills, and re-examine measures and rewards. Academically, this research proposes new theory related to influencing variables in collaborative relationships. A bridge between academic theory and business practice is established firstly through developing a writing style designed to bridge that gap, and secondly through use of a practical rubric framework and self-assessment package to enable individuals to learn how to instill these findings in their collaborative relationships and get more out of innovation results. The report highlights areas and suggestions for future research study. / Royal Dutch Shell
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/14073 |
| Date | January 2014 |
| Creators | Antoine, Cara L. |
| Contributors | Harding, Nancy H., Smith, Andrew J., Anderson, V. |
| Publisher | University of Bradford, School of Management |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Thesis, doctoral, PhD |
| Rights | <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-nd/3.0/88x31.png" /></a><br />The University of Bradford theses are licenced under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Licence</a>. |
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