Relevant bibliographies by topics / Collaborative change

Academic literature on the topic 'Collaborative change'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Collaborative change"

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Brown, Mary Ellen, Tracey Rizzuto, and Pallavi Singh. "Strategic compatibility, collaboration and collective impact for community change." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 421–34. http://dx.doi.org/10.1108/lodj-05-2018-0180.

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Purpose Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions. Design/methodology/approach A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact. Findings The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions. Originality/value The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.
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Krkovic, Katarina, Sascha Wüstenberg, and Samuel Greiff. "Assessing Collaborative Behavior in Students." European Journal of Psychological Assessment 32, no. 1 (January 2016): 52–60. http://dx.doi.org/10.1027/1015-5759/a000329.

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Abstract. Skilful collaborative problem-solving is becoming increasingly important in various life areas. However, researchers are still seeking ways to assess and foster this skill in individuals. In this study, we developed a computer-assisted assessment for collaborative behavior (COLBAS) following the experiment-based assessment of behavior approach (objective personality tests; Cattell, 1958 ). The instrument captures participants’ collaborative behavior in problem-solving tasks using the MicroDYN approach while participants work collaboratively with a computer-agent. COLBAS can thereby assess problem-solving and collaborative behavior expressed through communication acts. To investigate its validity, we administered COLBAS to 483 German seventh graders along with MicroDYN as a measure of individual problem-solving skills and questions regarding the motivation to collaborate. A latent confirmatory factor analysis suggested a five-dimensional construct with two problem-solving dimensions (knowledge acquisition and knowledge application) and three collaboration dimensions (questioning, asserting, and requesting). The results showed that extending MicroDYN to include collaborative aspects did not considerably change the measurement of problem-solving. Finally, students who were more motivated to collaborate interacted more with the computer-agent but also obtained worse problem-solving results.
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Peel, Henry A., and Bradford L. Walker. "Collaboration: Getting All Hands on Deck Facilitates School Change." Journal of School Leadership 3, no. 1 (January 1993): 30–39. http://dx.doi.org/10.1177/105268469300300104.

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Collaboration, a powerful tool for school reform, facilitates school improvement efforts and minimizes the overwhelming dimensions of change. A collaborative change process underway in North Carolina emphasizes using input from teachers, as well as supporting the notion of school leaders working collaboratively with many others who are interested in improving schools: higher education, the state agency for public education, colleagues from other schools, and consultants. Principals are encouraged to take an “all hands on deck” approach to problem-solving and change efforts. This article discusses the successes and frustrations of school leaders involved in this collaborative reform project.
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Fobbe, Lea. "Analysing Organisational Collaboration Practices for Sustainability." Sustainability 12, no. 6 (March 20, 2020): 2466. http://dx.doi.org/10.3390/su12062466.

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The complex sustainability challenges that society faces require organisations to engage in collaborative partnerships. Stakeholders affect, and are affected by an organisation’s sustainability activities, making it an important element when deciding with whom to collaborate. A large number of studies have focussed on collaboration for sustainability, especially on vertical and dyadic partnerships and collaborative networks, while there is limited research on overarching collaboration activities from the perspective of individual organisations (for example, the Kyosei approach), and even less that includes a stakeholder perspective. The objective of this paper is to analyse with whom individual organisations collaborate and how stakeholders affecting and being affected by sustainability efforts are considered when choosing collaboration partners. A survey was sent to a database of 5216 organisations, from which 271 responses were received. The responses were analysed using non-parametric tests. The results show that organisations are engaged in collaboration activities for sustainability, collaborating mostly with two to three external stakeholders. However, the focus on collaboration for sustainability does not extend to a point that it would lead to a change of organisational practice nor do organisations necessarily consider how stakeholders affect and are affected by their efforts when choosing their collaboration partners. An update to the Kyosei process is proposed, in order to provide guidance on how to strengthen and extend collaborative partnerships for sustainability.
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Iinuma, M., T. Matsuhashi, T. Nakamura, and H. Chiyokura. "Student Awareness Change in Computer Supported Collaborative Learning (CSCL) Environment." International Journal of Information and Education Technology 6, no. 6 (2016): 448–52. http://dx.doi.org/10.7763/ijiet.2016.v6.730.

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Dionisio, Rita De Jesus, Mirjam Schindler, and Simon Kingham. "Tools for Sustainable Change." International Journal of E-Planning Research 9, no. 2 (April 2020): 21–42. http://dx.doi.org/10.4018/ijepr.2020040102.

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This research focuses on the ability of spatial decision-support tools (SDST) to transform urban regeneration processes through collaborative planning between authorities and communities. This article presents what was learned from the implementation of two SDST within planning authorities in Aotearoa, New Zealand. The first tool, Envision, enables the identification of suitable areas for urban regeneration; the second, ESP, focuses on the environmental and socio-economic assessment of regeneration scenarios at the neighbourhood scale. We use empirical observations from the implementation of these SDST in diverse planning authorities, to analyse the influence of local specificities and appropriate collaboration models for the development and adoption of the tools for decision-making and community engagement. We provide recommendations for future development and implementation of SDST to reinforce collaborative planning and local governance within urban regeneration processes.
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Montessori, Nicolina Montesano. "HYBRID VOICES AND COLLABORATIVE CHANGE." Critical Discourse Studies 12, no. 2 (March 11, 2015): 230–33. http://dx.doi.org/10.1080/17405904.2015.1013741.

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Obidallah, Waeal J., and Bijan Raahemi. "Managing Changes in Service Oriented Virtual Organizations." Journal of Electronic Commerce in Organizations 15, no. 1 (January 2017): 59–83. http://dx.doi.org/10.4018/jeco.2017010104.

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Virtual Organizations in a dynamic environment need efficient methods of change management to initiate changes to partners' services. In this paper, the authors present a structural and a procedural framework for change management in Service-Oriented Virtual Organizations. The structural framework categorizes changes into three layers of change and identifies triggers of changes. The procedural framework incorporates various components including the six layers of change processes, change control, change actors, and related management processes. A prototype with different scenarios of change is developed to validate the change management process in a collaborative environment. The authors employ the functionalities of the IBM Business Process Manager, including its recent Web 2.0 capabilities, to enhance collaboration between partners in the process of change. They demonstrate that the proposed solutions facilitate and enhance the process of change by effectively engaging all partners in a dynamic and collaborative way.
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Zhang, Niu, and Charles N. R. Henderson. "Requiring students to justify answer changes during collaborative testing may be necessary for improved academic performance*." Journal of Chiropractic Education 31, no. 2 (October 1, 2017): 96–101. http://dx.doi.org/10.7899/jce-16-5.

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Objective: Three hypotheses were tested in a chiropractic education program: (1) Collaborative topic-specific exams during a course would enhance student performance on a noncollaborative final exam administered at the end-of-term, compared to students given traditional (noncollaborative) topic-specific exams during the course. (2) Requiring reasons for answer changes during collaborative topical exams would further enhance final-exam performance. (3) There would be a differential question-type effect on the cumulative final exam, with greater improvement in comprehension question scores compared to simple recall question scores. Methods: A total of 223 students participated in the study. Students were assigned to 1 of 2 study cohorts: (1) control – a traditional, noncollaborative, exam format; (2) collaborative exam only (CEO) – a collaborative format, not requiring answer change justification; and (3) collaborative exam with justification (CEJ) – a collaborative exam format, but requiring justification for answer changes. Results: Contrary to expectation (hypothesis 1), there was no significant difference between control and CEO final exam scores (p = .566). However, CEJ final exam scores were statistically greater (hypothesis 2) than the control (p = .010) and CEO (p = .011) scores. There was greater collaboration benefit when answering comprehension than recall questions during topic-specific exams (p = .000), but this did not differentially influence study cohort final exam scores (p = .571, hypothesis 3). Conclusion: We conclude that test collaboration with the requirement that students explain the reason for making answer changes is a more effective learning tool than simple collaboration that does not require answer change justification.
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Schultz, Courtney, Kathleen Mclntyre, Laren Cyphers, Chad Kooistra, Autumn Ellison, and Cassandra Moseley. "Policy Design to Support Forest Restoration: The Value of Focused Investment and Collaboration." Forests 9, no. 9 (August 24, 2018): 512. http://dx.doi.org/10.3390/f9090512.

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To address rapid change and complex environmental management challenges, governance approaches must support collective action across actors and jurisdictions, and planning at appropriate spatial extents to affect ecological processes. Recent changes in U.S. national forest policy incorporate new tools to facilitate collaborative landscape restoration, providing an opportunity to examine the relationship between policy design and governance change. Based on 151 interviews with agency personnel and partners, and a survey of 425 agency staff members, we investigated how two new policy approaches affected the governance of forest restoration and also looked at the other factors that most significantly affected policy implementation. Our findings reveal that, under these policies, multi-year funding commitments to specific landscapes, combined with requirements to work collaboratively, resulted in larger scales of planning, improved relationships, greater leveraged capacity, and numerous innovations compared to the past. A history of collaborative relationships, leadership, and agency capacity were the most significant variables that affected the implementation of policies designed to support collaborative landscape restoration. Our findings suggest that policies that provide focused investment to undertake landscape approaches to restoration, along with specific requirements for interagency and partner collaboration, are yielding positive results and may represent a new era in forest policy in the United States.
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Dissertations / Theses on the topic "Collaborative change"

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Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.

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Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.

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Hegarty, Kathleen. "Being the change : narratives of collaborative advantage." Thesis, University of Southampton, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.578974.

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Working on a current (2010/2011), small-scale, auto/biographical research project with a multiagency team who seek to offer 'collaborative advantage' (a principle promoted in recent multiagency practice) on behalf of students with Social, Emotional and Behavioural Difficulties, an interpretive hermeneutic has been employed in exploring whether something of the narrated life experiences and reflexive learning of co-participants ('Narrators') actually enables such transformational work. Here the recent history of agency and multiagency collaboration in England is briefly examined along with certain ideas and sometimes dissonant discourses. The multiagency narratives are explored against this backdrop and in the context of examined lives in time; offering themes of a local and universal nature which may help illustrate how multiagency intervention achieves change and improves value, meaning and belonging for students with SEBD. In a modest way, and in a true spirit of collaborative advantage, it is hoped that the study may also enhance the reflexivity of the Narrators, benefitting the students with whom they work and perhaps proving of interest, use and inspiration to others working in the field.
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Clark, Jonathan T. "Developing collaborative leadership a study of organizational change toward greater collaboration and shared leadership /." [Yellow Springs, Ohio] : Antioch University, 2008. http://www.ohiolink.edu/etd/view.cgi?acc_num=antioch1229720750.

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Thesis (Ph.D.)--Antioch University, 2008.
Title from PDF t.p. (viewed February 19, 2009). Advisor: Carolyn Kenny, Ph.D. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy 2008."--from the title page. Includes bibliographical references (p. 163-171).
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Clark, Jonathan Tyler. "Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750.

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Hutchins, Emily G. "Restoring Landscapes in the Context of Environmental Change – A Mental Models Analysis." The Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1431008926.

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Kettner, Julian Paul. "Teacher agency, collaborative communities, and school-based change." Thesis, McGill University, 2014. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=121128.

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The study presented in this dissertation examines the process of change in 39 elementary schools as they participated in the implementation of a board-wide balanced literacy initiative. The study focuses specifically on the perspectives of school personnel—teachers, principals, and literacy facilitators—after one year of implementation as staff engaged with the requirements of new pedagogical practices and increased collaboration. The study has several goals: (a) to better understand the nature and role of teacher agency in a change process; (b) to examine the role of professional collaboration in teacher learning and acceptance of change; (c) to add to our understanding of resistance to change processes; and (d) to examine what factors seem to be consistently present in schools that embrace change more easily. The study made use of complexity theory and structuration theory as a way of framing an understanding of the change—or the lack of change—that occurred within the complex social environments of schools. Findings suggest that teacher agency played a notable role in the change process where it occurred, but also demonstrated the need to consider teacher agency in more complex ways. Teacher resistance to the changes that were being implemented was less significant than was expected, but, like agency, showed a complexity that suggests attention to this area is a vital component of school-based change. The study also found that participants felt more positive about change in environments characterized by professional collaboration, and environments in which administrators were active learning partners with teachers.
L'étude présentée dans cette thèse porte sur le processus de changement initié dans 39 écoles primaires alors qu'elles participaient à la mise en œuvre d'une initiative en littératie équilibrée lancée par la commission scolaire. L'étude se concentre spécifiquement sur le personnel de l'école – enseignant(e)s, directeur(trice)s et facilitateur(trice)s – à la suite de première année de mise en œuvre de l'initiative alors que le personnel impliqué fait face aux exigences de nouvelles pratiques pédagogiques et aux attentes d'une collaboration accrue. L'étude a plusieurs buts: (a) mieux comprendre la nature et le rôle de l'enseignant(e) en tant que vecteur de changement; (b) examiner le rôle de la collaboration professionnelle dans la formation continue et l'acceptation du changement; (c) parfaire nos connaissances quant à la résistance face aux processus de changement; (d) identifier les facteurs présents dans les écoles qui réagissent mieux au changement. L'étude s'est inspirée de la théorie de la complexité et de la théorie de la structuration pour guider la compréhension du changement – ou l'absence de changement – survenu à l'intérieur du complexe tissu social des écoles. Les résultats suggèrent que les enseignant(e)s, en tant que vecteurs de changement, ont joué un rôle notable là où des transformations se sont produites, mais cela soulignent aussi le besoin de considérer ce rôle de façon plus détaillée. La résistance manifestée par les enseignant(e)s face aux changements mis de l'avant a été moins importante qu'escompté, mais au même titre que le concept de vecteur de changement, elle s'est avérée être un élément essentiel dans le processus de changement en milieu scolaire. L'étude a aussi démontré que les participant(e)s réagissaient de façon plus positive face au changement dans des milieux où la collaboration professionnelle était présente et où les administrateur(trice)s participaient au processus d'apprentissage, aux côtés de leur enseignant(e)s.
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Marks, Lori J., E. Ralston, and L. McCammon. "Partners in Change: A Collaborative Approach to Personnel Preparation." Digital Commons @ East Tennessee State University, 1994. https://dc.etsu.edu/etsu-works/3577.

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Wikberg-Nilsson, Åsa. "Rethinking designing : collaborative probing of work and workplace change." Doctoral thesis, Luleå tekniska universitet, Innovation och Design, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-25742.

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The objective of the research presented in this thesis was to explore human experiences as ground for work and workplace design. The aim was to develop pragmatic tools and guidelines for work and workplace design based on a reflective design tradition. The study was undertaken between 2008-2010 in a research project called the ‘Future Factory’, which can be characterized as an experiment in change-by-design. The project background was a number of reports on young people opting out of industrial work and women being in the minority within the Swedish industry sector. Therefore, in this project the ambition was to particularly explore and emphasise young people’s and women’s ideas about future work and workplaces.The research involved exploring alternative solutions for a future factory through a series of change interventions with a variety of actors, through a so-called ‘design lab’ approach. The initial phase of this approach consisted of context mapping, as explorations of different actors’ experiences through interviews and observations. The resulting material was portrayed in the form of ‘Personas’. In this project, these fictional characters were used both to communicate and explore various actors’ perspectives in subsequent collaborative activities. Also, a group of young people contributed with Future scenarios. The scenarios were characterized as an idealized positive ‘Utopia’ and an idealized negative ‘Dystopia’, used as tools to discuss implications and alternative solutions. Both Personas and Scenarios were subsequently used in a series of Future Workshops with various project-related interest groups, such as industrial managers and employees and trade union representatives. In this project, a group of women and one of young people were also especially invited to explore visions of a future factory.The research presented in this thesis contributes to practice with methods, tools and guidelines for a reflective and innovative work and workplace design. The theoretical research contribution is the correlation between theories and concepts of change, learning by doing, doing gender, and a reflective design practice.
Syftet med den forskning som presenteras i denna avhandling var att utforska människors erfarenheter som utgångspunkt för arbete och arbetsplatsdesign. Målet var att utveckla praktiska verktyg och riktlinjer för arbete och arbetsplatsdesign, som bygger på en reflekterande designtradition. Studien genomfördes mellan 2008-2010 i ett forskningsprojekt kallat "Framtidsfabriken". Detta project kan karaktäriseras som ett experiment i förändring genom design. Projektets bakgrund var ett antal rapporter om att ungdomar väljer bort industriarbete och att kvinnor är i minoritet i den svenska industrisektorn. Därför var utgångspunkten i detta projekt att särskilt undersöka och lyfta fram även ungdomars och kvinnors idéer om framtida arbeten och arbetsplatser i en industriell kontext.Forskningen bestod av att undersöka nya alternativa lösningar för en framtida fabrik genom en serie av förändringsinterventioner med en rad olika aktörer, genom ett tillvägagångssätt kallat "design labs". Den första fasen bestod av kartläggning av industriella kontexter, genom undersökningar av olika aktörers erfarenheter i intervjuer och observationer. Detta material användes sedan för utveckling av Personas. I detta projekt användes dessa fiktiva karaktärer både för att kommunicera och utforska olika aktörers erfarenheter i olika aktiviteter.Dessutom bidrog en grupp ungdomar med att utveckla Framtidsscenarier. Scenarierna karaktäriserades som en idealiserad positiv "utopi" och en idealiserad negativ "dystopi", som användes för att diskutera konsekvenser och alternativa lösningar. Både Personas och Scenarier användes sedan i en serie Framtidsverkstäder med olika intressegrupper, t.ex. industriell chefer och arbetstagare och fackliga företrädare. I detta projekt var även en grupp kvinnor och en grupp ungdomar särskilt inbjudna att undersöka visioner om en framtida fabrik. Forskningen som presenteras i denna avhandling bidrar praktiskt med metoder, verktyg och riktlinjer för reflekterande och innovativ arbete och arbetsplatsdesign. Det teoretiska forskningsbidraget är sambandet mellan teorier och begrepp som förändring, lärande, genus och reflekterande design.
Godkänd; 2012; 20120112 (asawi); DISPUTATION Ämnesområde: Industriell design/Industrial Design Opponent: Docent Eva Brandt Danmarks designskole, Köpenhamn Ordförande: Professor Ylva Fältholm, Institutionen för ekonomi, teknik och samhälle, Luleå tekniska universitet Tid: Fredag den 24 februari 2012, kl 10.00 Plats: E632, Luleå tekniska universitet
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Corbo, Leonardo <1983&gt. "Collaborative Change: Environmental Jolt, Network (Re)Design and Firm Performance." Doctoral thesis, Alma Mater Studiorum - Università di Bologna, 2012. http://amsdottorato.unibo.it/4489/.

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Motivated by the need to understand which are the underlying forces that trigger network evolution, we develop a multilevel theoretical and empirically testable model to examine the relationship between changes in the external environment and network change. We refer to network change as the dissolution or replacement of an interorganizational tie, adding also the case of the formation of new ties with new or preexisting partners. Previous research has paid scant attention to the organizational consequences of quantum change enveloping entire industries in favor of an emphasis on continuous change. To highlight radical change we introduce the concept of environmental jolt. The September 11 terrorist attacks provide us with a natural experiment to test our hypotheses on the antecedents and the consequences of network change. Since network change can be explained at multiple levels, we incorporate firm-level variables as moderators. The empirical setting is the global airline industry, which can be regarded as a constantly changing network of alliances. The study reveals that firms react to environmental jolts by forming homophilous ties and transitive triads as opposed to the non jolt periods. Moreover, we find that, all else being equal, firms that adopt a brokerage posture will have positive returns. However, we find that in the face of an environmental jolt brokerage relates negatively to firm performance. Furthermore, we find that the negative relationship between brokerage and performance during an environmental jolt is more significant for larger firms. Our findings suggest that jolts are an important predictor of network change, that they significantly affect operational returns and should be thus incorporated in studies of network dynamics.
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Tourvas, Teresa. "Collaborative landscapes of growth and change : the case of Nicosia." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/70313.

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Thesis (M. Arch.)--Massachusetts Institute of Technology, Dept. of Architecture, 1999.
Includes bibliographical references (p. 85-90).
Continually changing information technologies and communication patterns have facilitated the spatial dispersal of production and consumption while, offering new affordances on physical and organizational structures. Within these new affordances, a larger social context encompassing aspects, of identity, self-expression , and human interaction, is in seek of redefinition. The new Europe is a direct result of both cultural and economic unification. As boundaries are beginning to blur, the role and definition of the public sphere ultimately leads us from a political to a social thus urban discourse. While this manifesto is not program, it nonetheless indicates a broadening of outlook. Instead of remaining inert architecture must react to the changes and renewal of the current developments emerging in other fields and capitalize on their dynamic nature. Architecture as a mediator, an activator of new situations. Places for new types of social integration. and trans-border integration. Collaborative landscapes, locates itself in a series of strategies as the primer for a possible future The project takes its cues from the new work affordances and collaborative settings and examines the concept of crossover and interdependencies for addressing the border situation in Cyprus. The project calls for radical if not utopian long-term solutions while placing new demands on the role of the architect, as an orchestrator and in the role of an active participator. By meshing political , urbanistic, and social issues new architectonic strategies and programs are developed whose virtual presence reaches beyond their locale, global yet intrinsically local.
by Teresa Tourvas.
M.Arch.
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Books on the topic "Collaborative change"

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Gelinas, Mary V. Collaborative change: Improving organizational performance. San Francisco: Jossey-Bass/Pfeiffer, 1998.

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Stanford, Naomi. Organization design: The collaborative approach. Amsterdam: Boston, 2005.

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Collaborative psychoanalysis: Anxiety, depression, dreams, and personality change. Rutherford [N.J.]: Fairleigh Dickinson University Press, 1989.

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Intricate engagements: The collaborative basis of therapeutic change. Northvale, N.J: Jason Aronson, 1995.

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Maria, Protz, Food and Agriculture Organization of the United Nations, and Communication for Sustainable Development Initiative, eds. Collaborative change: A communication framework for climate change adaptation and food security. Rome: Food and Agriculture Organization of the United Nations, 2010.

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A, Lambert Judith, ed. Collective learning for transformational change: A guide to collaborative action. New York: Routledge, 2013.

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Together, a collaborative effort for social transformation. Lalitpur: Care Nepal, 2011.

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Transforming schools through collaborative leadership. London: Falmer, 1996.

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Hybrid voices and collaborative change: Contextualising positive discourse analysis. New York: Routledge, 2012.

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Sharp, Gary D. Future climate change and regional fisheries: A collaborative analysis. Rome: Food and Agriculture Organization of the United Nations, 2003.

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Book chapters on the topic "Collaborative change"

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Yeakley, Celeste Labrunda, and Jeffrey D. Fiebrich. "Move Your World-Managing Change." In Collaborative Process Improvement, 83–89. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119134664.ch7.

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Camara, Mamadou, Lyes Kermad, and Abderrahman El Mhamedi. "Proactive Management of Business Change." In Pervasive Collaborative Networks, 415–22. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-84837-2_43.

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Dunne, Pam. "Insights on Positive Change." In Collaborative Therapy and Neurobiology, 62–74. New York, NY : Routledge, 2017: Routledge, 2017. http://dx.doi.org/10.4324/9781315622484-6.

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Healey, Patsy. "An Institutionalist Approach to Spatial Change and Environmental Planning." In Collaborative Planning, 31–71. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25538-2_2.

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Healey, Patsy. "An Institutionalist Approach to Spatial Change and Environmental Planning." In Collaborative Planning, 31–71. London: Macmillan Education UK, 2006. http://dx.doi.org/10.1007/978-1-137-08600-6_2.

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Shaw, Duncan. "Collaborative Decision-Making: Mapping Group Knowledge." In Ready for Change?, 91–109. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137008404_6.

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Gorlewski, Julie, Amanda Winkelsas, Suzanne N. Rosenblith, Corrie Stone-Johnson, Elisabeth Etopio, David Gorlewski, Tiffany Karalis Noel, et al. "Cultivating Collaborative Professionalism." In A Case for Change in Teacher Preparation, 113–27. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003198253-8.

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Xu, Xiaodong, and Yingjie Ren. "Computer-Supported Collaborative Conceptual Change." In Entertainment for Education. Digital Techniques and Systems, 23–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-14533-9_3.

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Yeakley, Celeste Labrunda, and Jeffrey D. Fiebrich. "One World-Uniting Your Change Maps with the New World View." In Collaborative Process Improvement, 165–67. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119134664.ch14.

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Duda, Michelle A., Alexia Jaouich, Trevor W. Wereley, and Michael J. G. Hone. "How to Apply Implementation Science Frameworks to Support and Sustain Change." In Collaborative Problem Solving, 33–62. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-12630-8_3.

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Conference papers on the topic "Collaborative change"

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Liu, Lei, and Cindy E. Hmelo-Silver. "Collaborative scientific conceptual change." In the 9th international conference. Morristown, NJ, USA: Association for Computational Linguistics, 2009. http://dx.doi.org/10.3115/1600053.1600082.

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Ghosh, Anindita. "93 Skills for collaborative change." In Leaders in Healthcare Conference, 17–20 November 2020. BMJ Publishing Group Ltd, 2020. http://dx.doi.org/10.1136/leader-2020-fmlm.93.

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Yoachim, Ann, Emilie Taylor, and Nick Jenisch. "Collaborative Design: Supporting Lasting Social Change." In AIA/ACSA Intersections Conference. ACSA Press, 2019. http://dx.doi.org/10.35483/acsa.aia.inter.19.6.

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"Deeply engaged and collaborative design is the hallmark of any good architectural design practice or institution. Private practices are increasingly interested in transforming their pro-bono and public work to meet the rigorous standards necessary to both strive for design excellence and effect meaningful change. This paper offers guiding principles that our practice uses as we work toward lasting social change through collaborative design."
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Nieters, Jim, and Eric Bollman. "Leading change with collaborative design workshops." In the 2011 annual conference extended abstracts. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979671.

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Fdhila, Walid, Stefanie Rinderle-Ma, David Knuplesch, and Manfred Reichert. "Change and Compliance in Collaborative Processes." In 2015 IEEE International Conference on Services Computing (SCC). IEEE, 2015. http://dx.doi.org/10.1109/scc.2015.31.

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Fdhila, Walid, Stefanie Rinderle-Ma, and Manfred Reichert. "Change Propagation in Collaborative Processes Scenarios." In 8th IEEE International Conference on Collaborative Computing: Networking, Applications and Worksharing. IEEE, 2012. http://dx.doi.org/10.4108/icst.collaboratecom.2012.250408.

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Liu, Lei. "Trajectories of collaborative scientific conceptual change." In the 8th iternational conference. Morristown, NJ, USA: Association for Computational Linguistics, 2007. http://dx.doi.org/10.3115/1599600.1599766.

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Liu, Lei, and Cindy E. Hmelo-Silver. "Computer-supported collaborative learning and conceptual change." In the 8th iternational conference. Morristown, NJ, USA: Association for Computational Linguistics, 2007. http://dx.doi.org/10.3115/1599600.1599685.

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de Lima, Ester J. C., Jose A. Rodrigues Nt., Geraldo B. Xexeo, and Jano M. de Souza. "ARARA — A collaborative tool to requirement change awarenes." In 2010 14th International Conference on Computer Supported Cooperative Work in Design (CSCWD). IEEE, 2010. http://dx.doi.org/10.1109/cscwd.2010.5471987.

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Zhou, Xin, Feng Li, Yabin Dang, Hao Chen, Shaochun Li, and GuangTai Liang. "Collaborative change impact analysis for enterprise application evolution." In 2014 IEEE International Conference on Service Operations and Logistics, and Informatics (SOLI). IEEE, 2014. http://dx.doi.org/10.1109/soli.2014.6960684.

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Reports on the topic "Collaborative change"

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CIFOR. Adaptive collaborative management can help us cope with climate change. Center for International Forestry Research (CIFOR), 2008. http://dx.doi.org/10.17528/cifor/002518.

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Gibson, Cynthia M. Gibson, and Jen Bokoff Bokoff. Teaming Up For Advocacy: How To Effectively Use A Collaborative To Drive Change. New York, New York United States: Candid, January 2020. http://dx.doi.org/10.15868/socialsector.35822.

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Gutowski, William J. Collaborative Research: Improving Decadal Prediction of Arctic Climate Variability and Change Using a Regional Arctic. Office of Scientific and Technical Information (OSTI), December 2017. http://dx.doi.org/10.2172/1415029.

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Cedergren, Elin, Diana Huynh, Michael Kull, John Moodie, Hjördís Rut Sigurjónsdóttir, and Mari Wøien Meijer. Public service delivery in the Nordic Region: An exercise in collaborative governance. Nordregio, February 2021. http://dx.doi.org/10.6027/pb2021:2.2001-3876.

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Now, more than ever, is Nordic collaboration required across all levels of governance to help overcome the devastating socio-economic impacts of the pandemic and to solve the shared challenges posed by climate change and growing urban-rural divides. This policy brief examines six good practice examples of collaborative public service delivery from across the Nordic Region, highlighting the main drivers, challenges and enablers of collaboration and the replication potential of these Nordic collaborative examples. The policy brief finds that new and innovative models of Nordic collaboration are constantly emerging thanks to rapid technological developments that are helping to bring stakeholders together to solve common societal challenges. The high levels of cooperation outlined indicate that collaborative governance is continually evolving within the Nordic context.
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Robertson, A. W., M. Ghil, K. Kravtsov, and P. J. Smyth. Final Technical Report for "Collaborative Research: Regional climate-change projections through next-generation empirical and dynamical models". Office of Scientific and Technical Information (OSTI), April 2011. http://dx.doi.org/10.2172/1010911.

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Kravtsov, S., Andrew W. Robertson, Michael Ghil, and Padhraic J. Smyth. Final Technical Report for "Collaborative Research. Regional climate-change projections through next-generation empirical and dynamical models". Office of Scientific and Technical Information (OSTI), April 2011. http://dx.doi.org/10.2172/1010914.

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Maslowski, Wieslaw, John J. Cassano, William J. Gutowski, Jr., William H. Lipscomb, Bart Nijssen, Andrew Roberts, William Robertson, Slawek Tulaczyk, and Xubin Zeng. Collaborative Proposal: Improving Decadal Prediction of Arctic Climate Variability and Change Using a Regional Arctic System Model (RASM). Office of Scientific and Technical Information (OSTI), May 2011. http://dx.doi.org/10.2172/1329071.

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Maslowski, Wieslaw. Collaborative Proposal: Improving Decadal Prediction of Arctic Climate Variability and Change Using a Regional Arctic System Model (RASM). Office of Scientific and Technical Information (OSTI), October 2016. http://dx.doi.org/10.2172/1330744.

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Robertson, William. Collaborative Proposal: Improving Decadal Prediction of Arctic Climate Variability and Change Using a Regional Arctic System Model (RASM). Office of Scientific and Technical Information (OSTI), November 2016. http://dx.doi.org/10.2172/1334500.

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Duane, Gregory S., Anastasios Tsonis, Ljupco Kocarev, and Joseph Tribbia. Report on activities and findings under DOE grant “Collaborative research. An Interactive Multi-Model for Consensus on Climate Change”. Office of Scientific and Technical Information (OSTI), October 2015. http://dx.doi.org/10.2172/1224675.

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