Transferring insight on collaboration to practice

The need to form inter-organisational collaborative working arrangements is now common across community, public and private sectors. Working collaboratively however, is extremely complex and failures abound. Much research has recently been directed at understanding the nature of inter-organisational collaboration. Insight gained through such research provides the basis for informing, pragmatically, those trying to manage collaborative activities in practice. To date, attempts at making the insight on collaboration available and accessible to practice appear limited in scope and success. Many of those who embark on collaborative working arrangements also seem unaware of the need to consider explicitly the management of their collaborative processes. the high level of complexity, coupled with poor awareness of the need to consider the management of collaboration render the task of making insight available to practice difficult. This is the challenge addressed by the research upon which this thesis is based. The aim of research was to generate process theory on the transfer of insight on collaboration to practice. The work was undertaken in Participatory Action Research and Action Research capacities with individuals pragmatically concerned with collaboration in practice. Ten Design Principles for Transferring Insight to Practice were developed. Conceptualisations of who should be targeted, how they should be targeted and what the substance of the insight should be were also developed. These developments address relevant issues pertaining the Transfer of Insight on Collaboration to Practice.The need to form inter-organisational collaborative working arrangements is now common across community, public and private sectors. Working collaboratively however, is extremely complex and failures abound. Much research has recently been directed at understanding the nature of inter-organisational collaboration. Insight gained through such research provides the basis for informing, pragmatically, those trying to manage collaborative activities in practice. To date, attempts at making the insight on collaboration available and accessible to practice appear limited in scope and success. Many of those who embark on collaborative working arrangements also seem unaware of the need to consider explicitly the management of their collaborative processes. the high level of complexity, coupled with poor awareness of the need to consider the management of collaboration render the task of making insight available to practice difficult. This is the challenge addressed by the research upon which this thesis is based. The aim of research was to generate process theory on the transfer of insight on collaboration to practice. The work was undertaken in Participatory Action Research and Action Research capacities with individuals pragmatically concerned with collaboration in practice. Ten Design Principles for Transferring Insight to Practice were developed. Conceptualisations of who should be targeted, how they should be targeted and what the substance of the insight should be were also developed. These developments address relevant issues pertaining the Transfer of Insight on Collaboration to Practice