Relevant bibliographies by topics / Inter-organisational relationships

Academic literature on the topic 'Inter-organisational relationships'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Inter-organisational relationships"

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Walker, Rae, Sally Mitchell, and Maria Wright. "Inter-Organisational Relationships of Community Health Centres." Australian Journal of Primary Health 3, no. 4 (1997): 18. http://dx.doi.org/10.1071/py97036.

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It is often argued that community based health organisations ought to have substantial links with other organisations in their local environment in order to provide integrated, accountable clinical and preventive services. This paper reports results from a study of the links forged by staff working in four community health centres in Victoria, Australia. The pattern of links between organisations is described and their functions explored. The perceptions of community health workers and their network partners in the other organisations are compared and the strategies used by the workers to establish and build their links identified. It can be argued that links with external organisations are important in community health practice and are valued by the organisations with which the centres establish links. They have, however, received very little attention within or without the field of community health. They are taken for granted, rarely discussed, and as often inhibited as facilitated by the structures within which community health centres operate. Consequently, a great deal of valuable community health work remains unacknowledged, potentially underdeveloped and undervalued. It has not been made clear how education can best support community health staff in this aspect of their work.
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Varoutsa, Evangelia, and Robert W. Scapens. "Trust and control in evolving inter-organisational relationships." Accounting, Auditing & Accountability Journal 31, no. 1 (January 15, 2018): 112–40. http://dx.doi.org/10.1108/aaaj-02-2013-1218.

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Purpose The purpose of this paper is to contribute to debates about the relationship between trust and control in the governance of inter-organisational relationships. In particular, the authors focus on the question of how the relationship between trust and control shifts over time. Design/methodology/approach An in-depth case study was conducted in a company operating in the aerospace industry. The authors aim to understand this company’s practices and, at the same time, to use the case study to deepen the knowledge of the complex trust/control nexus. The authors follow the changes in the relationship between trust and control as the company restructured its supply chain, and discuss issues which it had to address in the later phases of the supply chain restructuring. Findings The paper illustrates the duality of the trust/control nexus. The authors show how the studied company coped with the complex relationships with its suppliers as collaboration increased. The authors identify particular control mechanisms that the company developed to manage such complexity, such as a supplier strategy and a relationship profile tool. Research limitations/implications The paper studies supply chain restructuring and the changing relationship of trust and control over time only from the perspective of the assembler/manufacturer which “owns”/manages the supply chain. Originality/value The authors observe a move from inter-personal trust to inter-organisational trust. Furthermore, the authors illustrate how managers can intervene to maintain and stabilise trust and ensure that trust and control do not degrade or escalate beyond desirable levels.
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Shortt, Richard. "Inter-organisational Relationships Addressing Transnational Criminality: Suggested Benchmarks." European Journal of Policing Studies 4, no. 3 (March 2017): 299–324. http://dx.doi.org/10.5553/ejps/2034760x2017004003003.

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Cantù, Chiara, Renato Fiocca, and Ivan Snehota. "Inter and intra organisational consequences of business relationships." MERCATI E COMPETITIVITÀ, no. 1 (March 2013): 9–12. http://dx.doi.org/10.3280/mc2013-001002.

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Carlsson-Wall, Martin, Kalle Kraus, and Johnny Lind. "Strategic management accounting in close inter-organisational relationships." Accounting and Business Research 45, no. 1 (December 2, 2014): 27–54. http://dx.doi.org/10.1080/00014788.2014.965128.

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Isada, Fumihiko. "An Empirical Study on Inter-Organisational Network Structures for Connected Cars." ENTRENOVA - ENTerprise REsearch InNOVAtion 7, no. 1 (December 8, 2021): 332–42. http://dx.doi.org/10.54820/nvfq4387.

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This study aimed to empirically examine whether rapid changes in the technological environment affect inter-organisational relationships. In the automotive industry, the advantage of cohesive and vertically integrated inter-organisational relationships has been pointed out conventionally. The development of connected cars, which can communicate bidirectionally with other systems outside the car, is eliciting significant changes in the traditional automotive products and the industry structure — changes generally associated with the automotive product structure moving closer to IT products. The aim was to empirically clarify what kind of network structure of inter-organisational relations firms are growing with changes in industrial structure by creating a database of actual firm behavior. The database was analyzed using the social network analysis method, and the characteristics of growing firms’ organisational network structure were extracted. Besides the traditional integrated inter-organisational relationships, the results show that there is a mixture of inter-organisational relationships with different characteristics of growth firms. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
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Kito, Tomomi, Nagi Moriya, and Junichi Yamanoi. "Inter-organisational patent opposition network: how companies form adversarial relationships." Japanese Economic Review 72, no. 1 (October 30, 2020): 145–66. http://dx.doi.org/10.1007/s42973-020-00057-5.

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AbstractMuch of the research on networks using patent data focuses on citations and the collaboration networks of inventors, hence regarding patents as a positive sign of invention. However, patenting is, most importantly, a strategic action used by companies to compete with each other. This study sheds light on inter-organisational adversarial relationships in patenting for the first time. We constructed and analysed the network of companies connected via patent opposition relationships that occurred between 1980 and 2018. A majority of the companies are directly or indirectly connected to each other and hence form the largest connected component. We found that, in the network, many companies disapprove patents in various industrial sectors as well as those owned by foreign companies. The network exhibits heavy-tailed, power-law-like degree distribution, and assortative mixing. We further investigated the dynamics of the formation of this network by conducting a temporal network motif analysis, with patent co-ownership among the companies being considered. By regarding opposition as a negative relationship and patent co-ownership as a positive relationship, we analysed where collaboration may occur in the opposition network and how such positive relationships would interact with negative relationships. The results identified the structurally imbalanced triadic motifs and the temporal patterns of the occurrence of triads formed by a mixture of positive and negative relationships. Our findings suggest that the mechanisms of the emergence of the inter-organisational adversarial relationships may differ from those of other types of negative relationships, hence necessitating further research.
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Ghazali, Norfazlina. "Sport Sponsorships: Employee attitudes, Organizational Identification and Inter - Organizational Citizenship." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 3, no. 2 (December 31, 2017): 1. http://dx.doi.org/10.24191/abrij.v3i2.10091.

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The objective of this research is to explore the nature and prevalence of inter-organisationalcitizenship behaviours within a sponsorship-rights holder relationship. This research willconceptualise sponsorship as an inter-organisational relationship and investigate how thisinter-organisational relationship impacts the employees of sponsors’ organisation. Recentstudies emphasize that understanding the mechanics of sports sponsorship is critical to itssuccess. However, there is a lack of research investigating sponsorships as an interorganisationalrelationship. This is a gap that would be valuable to fill, because an understanding of inter-organisational relationship principles would assist both sponsors and rights holders to initiate and develop more effective sponsorship relationships. Exploring the phenomenon in Malaysia as the research setting, this study will focus the sponsorship in the football industries in Malaysia.
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Møller, Morten M., John Johansen, and Harry Boer. "Managing buyer‐supplier relationships and inter‐organisational competence development." Integrated Manufacturing Systems 14, no. 4 (June 2003): 369–79. http://dx.doi.org/10.1108/09576060310469743.

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Babiak, Kathy, and Lucie Thibault. "Managing inter-organisational relationships: the art of plate spinning." International Journal of Sport Management and Marketing 3, no. 3 (2008): 281. http://dx.doi.org/10.1504/ijsmm.2008.017193.

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Dissertations / Theses on the topic "Inter-organisational relationships"

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Ellis, Nicholas T. "(De)constructing inter-organisational relationships." Thesis, Lancaster University, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.441118.

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Araujo, Luis Miguel Palha Moreira de. "Inter-organisational relationships in industrial markets." Thesis, Lancaster University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.254107.

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Rogan, Alan. "Inter-organisational relationships in the construction process." Thesis, University of the West of England, Bristol, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.297909.

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Ross, Brian Peter. "How inter-organisational relationships (IORS) develop over time." Thesis, University of Newcastle Upon Tyne, 2013. http://hdl.handle.net/10443/1853.

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This thesis is an exploratory study of a project partnership between a group of Voluntary and Community Organisations (VCOs) and a Voluntary Agency that were commissioned by the Local Authority to deliver a combined service. The partnership is based on a consortium arrangement, an inter-organisational relationship (IOR) between locally driven, delivery-based service providers, and a non-delivery partner, a coordinator. Though their arrangement was only meant to last twelve months, relationships continued after the project ended. While there is an abundance of studies that have examined private and public sector partnerships and multi-agency arrangements, a review of literature established no general theory or framework through which to consider how VCOs collaborate in a project partnership over time. This study was therefore designed to explore how these organisations worked together to complete the project and what became of the partnership after their initial objective was accomplished. In addition to findings from an evaluation study that examined whether organisations achieved their targets and shared objectives, there were another two interview phases that further illustrated how organisations worked together. Data from seventeen in-depth interviews were collected and analysed until the point of data saturation. Other sources included non-participant observations, mainly from partnership meetings, a focus group, field notes, and secondary data. By triangulating this data, this thesis constructed a collective account of the partnership’s journey to complete the pilot project and identified several factors that influenced the partners’ IOR. The research process was iterative, unfolding and reflexive. A phenomenological approach using a qualitative methodology was employed to understand the case study. From the first phase of data collection and analysis, four main themes were identified that captured how these organisations worked together. This involved there being a strategy, participants, process, and an outcome. From the second and third phase of data collection and analysis, further sub-themes were identified within these categories. Being a project, the partnership was a temporary arrangement. Consequently, the consortium had a life-cycle, which is a sequence of phases organisations will come across to deliver their services (Turner, 2009; Weiss and Wysocki, 1992; Westland, 2006). Members experienced a beginning (formation stage), a middle (development and ii performance stage), and an end (termination stage). However, as shared meanings were organised into themes, the process captured five stages of development, which coincided with Wilson and Charlton’s (1997) five-stage model of partnership working, and Tuckman and Jensen’s (1977) group development framework. As data was being triangulated with other sources, the model was modified to account for long periods of relative stability that were punctuated by periods of change (Gersick, 1988, 1989), an overlap between stages, and a reformation period. How their inter-organisational arrangement developed became an emerging and cyclical process (Ring and Van de Ven, 1994). A further examination of findings identified five underlying themes that influenced the IOR of a partner; these involved (i) the orientation of the project and its management, (ii) the time allocated to forming, developing and nurturing relationships, (iii) the behaviour, interaction and interdependence of organisations or individuals with others in the partnership, (iv) learning and growth, and (v) sustainability, a continuance of relationships and renewed membership. These themes captured how individual, organisational and environmental factors affected collaborative development over the pilot project, and the challenges encountered when charity-based providers form IORs for the first time to deliver a combined service. While this thesis presents a phenomenological approach to understand how locally-driven service providers in the Voluntary and Community Sector (VCS) work together, it also provides a framework to support future studies of collaboration between VCOs in temporary project partnerships.
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Ambrutytė, Zita. "Management control : linking strategy with inter-organisational relationships /." Linköping : Department of Management and Engineering, Linköping University, 2008. http://www.bibl.liu.se/liupubl/disp/disp2008/arts458s.pdf.

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Rowe, Kathleen N. "An investigation into the concept of collaboration and the congruency of theory and practice within a voluntary organisation and within collaborative partnerships." Thesis, University of the West of England, Bristol, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.274681.

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Khan, Tamanna. "Pre-acquisition inter-organisational relationships and post-acquisition innovation performance." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/preacquisition-interorganisational-relationships-and-postacquisition-innovation-performance(c7c5ce43-591f-4818-ab87-d3b61fa01e4a).html.

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The research, informed by the knowledge based view of the firm, explores the relation between pre-acquisition alliances between acquirer and target and post-acquisition innovation performance. Pre-acquisition alliances are a rare event and the work draws on an original dataset, incorporating financial, mergers and acquisitions, patents, and business news databases. The sample consists of 269 high technology M&As with pre-acquisition alliances, which is then compared with a matched sample of acquisitions without prior alliances. The research adopts ‘doubly robust’ matching and average treatment effect models to observe the causal effect of acquisitions with pre-acquisition alliances on innovation performance. The results show that acquisitions following pre-acquisition alliance between acquirer and target differ substantially from the pool of acquisitions without any pre-acquisition alliances. Further, the study looks into the variety of knowledge motivations in pre-acquisition alliances, such as: alliances motivated by exploration and exploitation with different levels of intensity. The result reveals that a distinction between the intensity of exploration and exploitation better explains the result. The study also focuses on knowledge relatedness (in particular, technology similarity and complementarity) between firms involved in acquisitions both with and without pre-acquisition alliances and the role it plays in post-acquisition innovation performance. The result shows that the presence of technology similarity in firms involved in acquisitions with pre-acquisition alliances makes the integration process smoother and more efficient. Therefore, the performance outcome can be observed more rapidly in such cases than that of acquisitions without pre-acquisition alliances. Conversely, in cases with technology complementary between firms engaged in acquisitions with pre-acquisition alliances, we observe less negative impact on post-acquisition innovation performance. This research contributes towards bringing strategic management and the knowledge based view of the firm closer together by focusing on the role of knowledge as motivation for acquisition in pre-acquisition alliances. The results illustrate a better understanding of the relation and effectiveness of pre-acquisition alliances and innovation performance, and a clearer operationalisation of concepts of post-acquisition innovation performance. The study findings suggest that managers developing both acquisitions and alliances, should also consider pre-acquisition alliances, and bear in mind the different nature and levels of intensity in knowledge motivations and knowledge relatedness between acquirer and target as a factor influencing innovation performance.
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Goldfield, Robert Howard. "Inter group relationships in organisational decision making : an ethnographic study." Thesis, Bournemouth University, 2009. http://eprints.bournemouth.ac.uk/12877/.

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This ethnographic study is concerned with the relationship dynamics between groups jointly tasked with decision making. It seeks to answer the general question: what are the main relationship drivers and influences at work during the process of inter group activity? The research examines the issues surrounding the inter group relationship. How are relationships between the groups formed and maintained and how do they impact the efficacy of the inter group decision process? What makes the inter group relationship in organisational decision making work at a practical level? The work lies within, and makes a contribution to, the areas of social and management psychology. In commercial entities, where a Board comprising executive and non-executive members is charged with strategic decision making, a client/advisor relationship often exists with another group. In the situation researched, one group has the ultimate responsibility for making the decisions whilst a second group is tasked with identifying the requirement for a decision, information gathering, the search for alternatives and the recommendation to the Decision Group. This particular situation is not uncommon within limited companies, partnerships, listed companies and a range of other organisations and is the situation within the research organisation. Successful and effective decision making is an essential ingredient of organisational management. The result of a set of dysfunctional relationships and inefficient processes can be terminal to the organisation. An understanding ofthe relationship dynamics at work improves the decision process and enables managers to identify those negative elements that may compromise efficacy. Additionally, the research conclusions have implications for group recruitment and group training. The research deals with individuals, their actions and their thought processes, both conscious and unconscious. The conceptual framework for the research centers upon the relationship dynamics and relationship overlap between the individuals that are members ofboth groups. The subject and circumstances lend themselves to qualitative research methodology and interpretive ethnography is the approach chosen and is seen as a useful counterbalance and addition to the considerable amount of empirical work on group dynamics available to researchers. An additional dimension is added by the position ofthe researcher as both an insider in the organisation and that organisation's Chief Executive. This poses certain ethical issues which are addressed within the thesis and also illustrates and proposes the use of insider interpretive ethnography as a powerful management tool for newly appointed senior managers and organisational leaders. The qualitative interview is the primary method of data gathering, however, a number of ethnographic methods are employed, including the extensive use of observation field notes. The research is directly grounded in the area of inter group relations and the findings show the direct importance oft he sharing dynamics of fate, motivation, values and understanding to the inter group relationship and the impacts upon trust within and between groups. The role of group leadership is examined and its significant impact on the inter group relationships is proposed. The research provides a further example ofthe use of interpretive ethnography by an organisational insider.
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Faloye, Olukemi. "What factors influence coopetitive relationships within an inter-organisational network?" Thesis, University of East Anglia, 2013. https://ueaeprints.uea.ac.uk/53411/.

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Coopetition is a concept that describes the simultaneous cooperation and competition between organisations. The purpose of this research is to examine how certain factors that are perceived to be significant influence coopetitive relationships between 19 competing arts organisations and asks how much of an effect these factors have on those relationships. This research uses a thematic network as the framework for understanding and analysing multiple dyadic relationships and as such, employs the use of qualitative data collection methods: including semi-structured interviews and observational data to investigate the relationships between competing non-profit arts-based organisations in an inter-organisational network. The research findings demonstrate that the factors identified within this research can pose both challenges and successes to the coopetitive relationships found within the network. Four factors in particular (i.e. proximity, building relationships, expectations and management) have been found to influence coopetitive relationships. Although these factors are found to be crucial for the success of the coopetitive network, these factors also create tensions between member organisations. Specifically, this study makes two key contributions to coopetition literature. First, it extends our understanding of coopetitive relationships through a conceptualisation of coopetition using empirical data. It builds on previous work by Bengtsson and Kock (2000) who conceptualise coopetition as being one of three parts: cooperation between partners; competition between partners and the interaction between cooperation and competition. By conceptualising coopetition, this study discusses whether the factors for coopetition between single dyads can also apply in the context of a network of multiple dyads, and to what extent organisations can benefit or face challenges in coopetition. The aim is to enable a deeper understanding of coopetition and will also show how coopetitive networks operate. Secondly, the role of tension in coopetitive relationships is explored. Traditionally in literature, tensions in inter-organisational relations have been linked to paradoxical influences such as value creation versus value appropriation. As it will be discussed in later chapters, coopetition itself is considered paradoxical and unpredictable suggesting that managing it can be quite challenging; particularly if organisations aim to balance the mutual benefits afforded through cooperation with separate strategic goals from being competitors. Thus, the role tension plays in inter-organisation relationships is critical for understanding the relationship between cooperation and competition; which remains to date relatively under-researched in coopetition literature (Chen, 2008; Das and Teng, 2000; Luo, 2007). Through the case study and the qualitative study, this thesis demonstrates that an organisation's ability to manage its coopetitive ties is linked to how the concept of coopetition is viewed.
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Tong, Michael K. L. "The management of inter-organisational relationships and project based learning." Thesis, Glasgow Caledonian University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.547433.

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The construction industry has in recent times undergone an unprecedented period of self-examination. Government and industry collaborations have attempted to bring about both political and structural change with the aim of rethinking the way it conducts business. Yet the implementation of management innovations (Ml) such as Supply Chain Management (SCM), common in other industries, has not materialised. This research proposes that the structural characteristics of the industry can be addressed through the management of Inter-organisational Relationships (lOR) and Project Based Learning (PBL). The aim of the thesis was to determine the significance of lORs and PBL in addressing the temporary and multi-organisational nature of project teams for the effective implementation of Ml for continuous improvement of construction projects. A mixed method approach was adopted for this research because it is flexible enough to incorporate different perspectives and allows different methods and practices to be used. Both quantitative and qualitative data was collected using a web based questionnaire and case studies to examine lOR and PBL. The analyses involved a mixture of descriptive, mean response ranking and Pearson's chi-square (i) tests using the software packages SPSS and Minitab. Findings from the web based questionnaire analyses involving 74 Demonstration projects highlighted the significance of both lOR and PBL on the implementation of MI. Critical success factors such as partner selection, project relationships, learning promoters and inhibitors were established and ranked. One of the main findings is the role of psychological safety for learning. The review of projects and formalised learning were seen as key areas for learning improvement. The analyses of two case studies added an additional dimension and helped explore how practitioners had to expend more effort to make sense of new ways of working and adapting to unfamiliar roles. Although learning was prevalent in projects, it was associated with problems rather than a potential benefit that can be formalised and exploited collectively by the team. Until the perennial contextual issues of construction like poor integration of design and construction, low bidding and unrealistic timescales are addressed, the implementation of management innovations and the potential of lOR and PBL will not be fulfilled.
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Books on the topic "Inter-organisational relationships"

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The six dilemmas of collaboration: Inter-organisational relationships as drama. Chichester: Wiley, 2003.

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Jagne-Njie, Anna. Inter-organisational relationships in managing development: A case study of the Gambia. Oxford: Oxford Brookes University, 2002.

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Davis, John M. An examination of the inter-organisational contact in business relationships within the personal protective equipment market, from both sides of individual dyadic relationships. Manchester: UMIST, 1998.

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Miller, Christopher. Inter-organisational relationships and their effect upon small construction enterprise in South Wales: Co-operation at a cost. Pontypridd: University of Glamorgan, Welsh Enterprise Institute, 2002.

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McClintock, Francis Earl. Inter organisational dynamics of the police service in Northern Ireland: A study of conflicting goals, loyalties and relationships and potential remedial measures. (s.l: The Author), 1993.

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Accounting, Innovation and Inter-Organisational Relationships. Taylor & Francis Group, 2018.

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Håkansson, Håkan, Johnny Lind, Kalle Kraus, Martin Carlsson-Wall, and Torkel Strömsten. Accounting, Innovation and Inter-Organisational Relationships. Taylor & Francis Group, 2018.

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Håkansson, Håkan, Johnny Lind, Kalle Kraus, Martin Carlsson-Wall, and Torkel Strömsten. Accounting, Innovation and Inter-Organisational Relationships. Taylor & Francis Group, 2018.

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Håkansson, Håkan, Johnny Lind, Kalle Kraus, Martin Carlsson-Wall, and Torkel Strømsten. Accounting Innovation and Inter-Organisational Relationships. Taylor & Francis Group, 2020.

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Bryant, Jim. Six Dilemmas of Collaboration: Inter-Organisational Relationships As Drama. Wiley & Sons, Incorporated, John, 2003.

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Book chapters on the topic "Inter-organisational relationships"

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Yaxley, Heather. "Inter-organisational relationships." In The Public Relations Strategic Toolkit, 302–20. Second Edition. | New York : Routledge, [2017] | Revised edition of the authors’ The public relations strategic toolkit, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315558790-25.

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Sutcliffe, Alistair. "Modelling Collaboration in Loosely Coupled Inter-Organisational Relationships." In Systems Engineering for Business Process Change: New Directions, 347–66. London: Springer London, 2002. http://dx.doi.org/10.1007/978-1-4471-0135-2_22.

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Rooney, Jim. "Inter-Organisational Relationships as a Complex Adaptive System." In Best Practices in Management Accounting, 20–32. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230361553_2.

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Hauke-Lopes, Aleksandra, Krzysztof Fonfara, and Milena Ratajczak-Mrozek. "Conflicts in Foreign Inter-organisational Relationships of Multinational Enterprises." In Contemporary Challenges in Cooperation and Coopetition in the Age of Industry 4.0, 295–312. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30549-9_15.

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Zhu, Liuying, and Sai On Cheung. "Inter-organisational Relationship and Conflict Resolution." In Springer Tracts in Civil Engineering, 175–200. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80256-1_7.

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Carlsson-Wall, Martin, Håkan Håkansson, Kalle Kraus, Johnny Lind, and Torkel Strömsten. "Accounting, Innovation and Inter-Organisational Relationships." In Accounting, Innovation and Inter-Organisational Relationships, 275–84. Routledge, 2018. http://dx.doi.org/10.4324/9781315110998-15.

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Carlsson-Wall, Martin, Håkan Håkansson, Kalle Kraus, Johnny Lind, and Torkel Strömsten. "Accounting, Innovation and Inter-Organisational Relationships." In Accounting, Innovation and Inter-Organisational Relationships, 285–301. Routledge, 2018. http://dx.doi.org/10.4324/9781315110998-16.

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Dickson, Geoff, and Emma Sherry. "Inter-organisational relationships in sport development." In Managing Sport Development, 93–106. Routledge, 2016. http://dx.doi.org/10.4324/9781315754055-7.

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Strokosch, Kirsty. "Co-production Through Inter-organisational Relationships." In Public Service Management and Asylum, 81–99. Routledge, 2019. http://dx.doi.org/10.4324/9780429446153-5.

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Carlsson-Wall, Martin, Håkan Håkansson, Kalle Kraus, Johnny Lind, and Torkel Strömsten. "Introduction." In Accounting, Innovation and Inter-Organisational Relationships, 1–11. Routledge, 2018. http://dx.doi.org/10.4324/9781315110998-1.

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Conference papers on the topic "Inter-organisational relationships"

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Oydag, H. E. "Literature Review and Model Proposition: The Relationship Between Inter-Organisational Learning and Innovation." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.12.

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Reports on the topic "Inter-organisational relationships"

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Kornelakis, Andreas, Chiara Benassi, Damian Grimshaw, and Marcela Miozzo. Robots at the Gates? Robotic Process Automation, Skills and Institutions in Knowledge-Intensive Business Services. Digital Futures at Work Research Centre, May 2022. http://dx.doi.org/10.20919/vunu3389.

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Against the backdrop of the fourth industrial revolution, this paper examines the emergence of Robotic Process Automation (RPA) as one of the new technologies that are shaping the future of work and reconfiguring sectoral business and innovation systems and models. It discusses how the institutional context can potentially mediate the digital transformation of services, how RPA affects workers’ employment and skills, and how it alters inter-organisational relationships and capabilities. Bringing together different strands of academic literature on employment studies, innovation, and technology studies, it deploys a comparative institutional perspective to explore the potential effects of RPA and illustrates their plausibility through mini case studies from knowledge-intensive business services
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