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Books on the topic 'Structure de collaboration'

Author: Grafiati

Published: 18 May 2024

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1

G, Zucker Lynne, and National Bureau of Economic Research., eds. Collaboration structure and information dilemmas in biotechnology: Organizational boundaries as trust production. Cambridge, MA: National Bureau of Economic Research, 1995.

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2

Elizabeth, Lorentz, ed. Crossing boundaries: Collaboration, coordination, and the redefinition of resources. San Francisco, Calif: Jossey-Bass Inc., 1998.

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3

Jonkman, J. M. Offshore code comparison collaboration continuation (OC4), phase 1: Results of coupled simulations of an offshore wind turbine with jacket support structure : preprint. Golden, Colo.]: National Renewable Energy Laboratory, 2012.

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4

Campbell, James M. (James Mann), 1840-1926, ed. The teachings of the books, or, The literary structure and spiritual interpretation of the books of the New Testament: A work of collaboration. 2nd ed. Chicago: Fleming H. Revell, 1985.

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5

Davis, Lloyd. Collaborative senior management within a school structure. London: PEL, 1990.

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6

Nastos, Dimitrios. A structured environment for collaborative writing. Ottawa: National Library of Canada = Bibliothèque nationale du Canada, 1993.

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7

Nastos, Dimitrios. A structured environment for collaborative writing. Toronto: University of Toronto, Dept. of Computer Science, 1992.

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8

Parent-school collaboration: Feminist organizational structures and school leadership. Albany, N.Y: State University of New York Press, 1996.

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9

Wang, Tingjin. An investigation on Web-based collaborative product structure management. Ottawa: National Library of Canada, 2002.

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10

Sriram, M. S. Microfinance and the state: Exploring areas and structures of collaboration. Ahmedabad: Indian Institute of Management, 2004.

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11

Macdonald, Christopher. Issues of gravity: A study in collaboration. Edited by Shotton Elizabeth 1959-, Nicholls James 1958-, University of British Columbia. School of Architecture, and University of British Columbia. School of Architecture. Gallery. Vancouver: School of Architecture, UBC, 2000.

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12

Ayers, James B. Supply chain project management: A structured collaborative and measurable approach. 2nd ed. Boca Raton: CRC Press, 2010.

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13

Supply chain project management: A structured collaborative and measurable approach. 2nd ed. Boca Raton: Auerbach Publications, 2010.

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14

Ayers, James B. Supply chain project management: A structured collaborative and measurable approach. 2nd ed. Boca Raton: Auerbach Publications, 2010.

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15

U.S. Nuclear Regulatory Commission. Office of Nuclear Regulatory Research. Division of Engineering Technology., Oak Ridge National Laboratory, and University of Illinois at Urbana-Champaign., eds. Application of the NCSA Habanero tool for collaboration on structural integrity assessments. Washington, DC: Division of Engineering Technology, Office of Nuclear Regulatory Research, U.S. Nuclear Regulatory Commission, 1998.

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16

P, Mandell Myrna, ed. Getting results through collaboration: Networks and network structures for public policy and management. Westport, Conn: Quorum Books, 2001.

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17

U.S. Nuclear Regulatory Commission. Office of Nuclear Regulatory Research. Division of Engineering Technology., Oak Ridge National Laboratory, and University of Illinois at Urbana-Champaign., eds. Application of the NCSA Habanero tool for collaboration on structural integrity assessments. Washington, DC: Division of Engineering Technology, Office of Nuclear Regulatory Research, U.S. Nuclear Regulatory Commission, 1998.

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18

J, Xu, Costantino C. J, Hofmayer C. H, U.S. Nuclear Regulatory Commission. Office of Nuclear Regulatory Research. Division of Engineering., and Brookhaven National Laboratory, eds. Collaborative study of NUPEC seismic field test data for NPP structures. Washington, D.C: Division of Engineering Technology, Office of Nuclear Regulatory Research, U.S. Nuclear Regulatory Commission, 2003.

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19

(Japan), Kensetsushō Kenchiku Kenkyūjo, Institute for Systems, Informatics and Safety (Commission of the European Communities. Joint Research Centre), and European Commission. Joint Research Centre., eds. The third management panel on collaboration research activities between JRC-ISIS & JBRI. Tsukuba, Japan: Building Research Institute, Ministry of Construction, 1998.

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20

Japan) Management Panel on Collaboration Research Activities between JRC-ISIS & JBR (1st 1996 Tsukuba-shi. The first management panel on collaboration research activities between JRC-ISIS & JBRI. Tsukuba, Japan: Building Research Institute, Ministry of Construction, Japan, 1996.

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21

Ian, Smith, ed. Artificial intelligence in structural engineering: Information technology for design, collaboration, maintenance, and monitoring. Berlin: Springer, 1998.

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22

Cunningham, Niall. The structural and process implications of collaborative computing: An integrated perspective. Dublin: University College Dublin, 1994.

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23

Engst, Elaine D. Developing collaborative structures for expanding the use of university collections in teaching and research. Chicago, Ill: Society of American Archivists, 1998.

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24

Ugorji, Lucius Iwejuru. Collaboration between Africa and Europe: Towards restructuring the world economic order. Enugu: Snaap Press, 2004.

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25

Nys, Rik. Neues Museum Berlin: By David Chipperfield Architects in collaboration with Julian Harrap. Köln: König, 2009.

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26

Ng, Kia, Atta Badii, and Pierfrancesco Bellini, eds. Axmedis 2006. Proceedings of the 2nd International Conference on Automated Production of Cross Media Content for Multi-channel Distribution. Volume for Workshops, Tutorials, Applications and Industrial (Leeds, UK, 13-15 December 2006). Florence: Firenze University Press, 2006. http://dx.doi.org/10.36253/88-8453-525-5.

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The AxMEDIS 2006 International Conference seeks to promote discussion and exchange of ideas amongst researchers, practitioners, developers and users of tools, technology transfer experts, and project managers. This conference series brings together a variety of participants from the academic, business and industrial worlds, to address the emergent research and technological issues as well as the engineering and commercial challenges of large-scale collaborative production and distribution of media as experienced by the associated industrial sectors in the emergent media markets. The conference focuses on the outstanding problems to be resolved in the new age of media computing including cross-domain production, protection, representation, formatting, aggregation, workflow, distribution and business and transaction models i.e. all lifecycle aspects of the new media value chain management. Additionally it explores the integration of new forms of content, content management systems and distribution chains, with particular emphasis on cost structures re-engineering to support the reduction of costs and the integration of innovative solutions to facilitate complex creative collaboration in cross-domain media production with benefit realisation to all stakeholders through optimised rights-protective multichannel distribution.

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27

National Renewable Energy Laboratory (U.S.), ed. Offshore code comparison collaboration, continuation phase II: Results of a floating semisubmersible wind system : preprint. Golden, CO: National Renewable Energy Laboratory, 2012.

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28

Colfer, Lyra J. Three essays on the structure of technical collaboration. 2010.

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29

Bruner, Justin, and Cailin O’Connor. Power, Bargaining, and Collaboration. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190680534.003.0007.

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Collaboration is increasingly popular across academia. Collaborative work raises certain ethical questions, however. How will the fruits of collaboration be divided? How will academics divide collaborative labor? This chapter considers the following question in particular. Are there ways in which these divisions systematically disadvantage certain groups? The chapter uses evolutionary game theoretic models to address this question. First, it discusses results from O'Connor and Bruner (2015) showing that underrepresented groups in academia can be disadvantaged in collaboration and bargaining by dint of their small numbers. Second, it presents novel results exploring how the hierarchical structure of academia can lead to bargaining disadvantage. The chapter investigates models where one actor has a higher baseline of academic success, less to lose if collaboration goes south, or greater rewards for non-collaborative work. The chapter shows that in these situations, the less powerful partner can be disadvantaged in bargaining over collaboration.

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30

Gray, Barbara, and Jill Purdy. Power and Collaboration. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198782841.003.0007.

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This chapter highlights how power affects and is affected by the structure, processes, and relationships in partnerships. We consider the episodic aspects of power that enable actors to influence dependencies through their authority, resources, and discursive legitimacy, as well as the systemic aspects of power that are linked to institutionalized expectations and legitimacy. An analysis of episodic power yields insights into possible power responses that partners may engage in based on their perceived characteristics, acknowledging that partners may use power to advantage themselves, to influence the process, or for collective benefit. Systemic power reflects the alignment of partners and the partnership as a whole with the institutional expectations of one or more fields, and how the meanings framed by partners serve to maintain or change field norms. Successful partnerships require that partners will have sufficient power to remain legitimate and that the collaborative effort is seen as acceptable.

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31

Development of a communication structure for school/university collaboration: The COAR model. Ann Arbor, Mich: University Microfilms International, 1995.

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32

Boyer-Kassem, Thomas, Conor Mayo-Wilson, and Michael Weisberg, eds. Scientific Collaboration and Collective Knowledge. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190680534.001.0001.

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Descartes once argued that, with sufficient effort and skill, a single scientist could uncover fundamental truths about our world. Contemporary science proves the limits of this claim. From synthesizing the human genome to predicting the effects of climate change, some current scientific research requires the collaboration of hundreds (if not thousands) of scientists with various specializations. Additionally, the majority of published scientific research is now coauthored, including more than 80% of articles in the natural sciences. Small collaborative teams have become the norm in science. This is the first volume to address critical philosophical questions about how collective scientific research could be organized differently and how it should be organized. For example, should scientists be required to share knowledge with competing research teams? How can universities and grant-giving institutions promote successful collaborations? When hundreds of researchers contribute to a discovery, how should credit be assigned—and can minorities expect a fair share? When collaborative work contains significant errors or fraudulent data, who deserves blame? In this collection of essays, leading philosophers of science address these critical questions, among others. Their work extends current philosophical research on the social structure of science and contributes to the growing, interdisciplinary field of social epistemology. The volume’s strength lies in the diversity of its authors’ methodologies. Employing detailed case studies of scientific practice, mathematical models of scientific communities, and rigorous conceptual analysis, contributors to this volume study scientific groups of all kinds, including small labs, peer-review boards, and large international collaborations like those in climate science and particle physics.

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33

Mansfield-Anderson, Melissa. Storyteller's Workbook: Story Structure Assistance for Collaboration Book Programs by Mansfield Anderson Independent Publishing. Mansfield Anderson Independent Publishers, 2022.

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34

Beyerlein, Michael, Soo Jeoung Han, and Ambika Prasad. A Multilevel Model of Collaboration and Creativity. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190222093.003.0008.

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This chapter provides a framework for making sense of multilevel collaboration for enabling creative knowledge work. The work environment can be deliberately designed, but it must allow for emergent properties as the flow of information creates changes in the team members, the process, the structure, and the outcomes. The interrelationships that provide the channels for the flow represent a complex system subject to both enhancing and constraining influences from multiple sources. We examine network structure, learning, and complexity as key facets of that complex system that generate intangible forms of capital that fuel the creative work.

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35

Hamson-Utley, Jordan, Cynthia Kay Mathena, and Tina Patel Gunaldo, eds. Interprofessional Education and Collaboration. Human Kinetics, 2021. http://dx.doi.org/10.5040/9781718215504.

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Interprofessional Education and Collaboration: An Evidence-Based Approach to Optimizing Health Care is a groundbreaking text in the field of interprofessional education (IPE) and interprofessional collaborative practice (IPCP). As the health care industry continues to grow, it is critical that those entering health care careers possess interprofessional competency and a collaborative skill set. As such, the World Health Organization and academic program accreditors have amplified their calls for interprofessional training. This text guides the reader through the core competencies for interprofessional collaborative practice that have been set by the Interprofessional Education Collaborative (IPEC) and takes an inclusive approach to the education standards set by professional programs that are members of the Health Professions Accreditors Collaborative (HPAC), including the Commission on Accreditation of the Athletic Training Education (CAATE). Authored by a team of experts representing seven health care professions, this text uses simple definitions and uniform terminology to supply a foundational basis for IPE and IPCP. Introductory topics include building professional t`knowledge of self and others, creating a culture for teams, building interprofessional relationships, and fostering collaboration. Later chapters move beyond the basics to provide guidance in leading interprofessional teams, managing conflict, and sustaining the interprofessional effort. Interprofessional Education and Collaboration offers a unique pedagogical structure that links IPE concepts with IPCP strategies by connecting research with evidence-based practices. Case studies create opportunities to assimilate and discuss IPE concepts. To optimize student engagement and comprehension, each chapter contains the following valuable learning aids: • Each chapter begins with a Case Study that presents a realistic IPCP scenario. At the close of each chapter, the case study is revisited to apply the chapter themes to the case study, and three to five discussion questions are supplied. • Collaborative Corner sidebars aid comprehension with reflective questions or statements related to chapter topics. This feature will facilitate collaborative learning as students share their interprofessional perspectives. • Tools of IPE sidebars equip readers with resources such as surveys, inventories, and activities to implement in their daily practice. • EBP of Teamship sidebars showcase contemporary research articles and findings. This feature reinforces the connection between IPE and IPCP by summarizing relevant research and supplying corresponding evidence-based ICPC strategies. As leading health care institutions continue to prioritize IPE and IPCP, educators have a responsibility to shape the future of health care through an interprofessional curriculum. Interprofessional Education and Collaboration is focused on developing a dual identity that leads to intentional behaviors designed to improve patient outcomes through IPCP. Readers will conclude this text with a firm understanding of IPE concepts and IPCP implementation strategies that aim to create change in daily practice and improve the impact of health care.

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36

Caldas, Alexandre Paulo Fernandes Varela Simões. The structure of electronic scientific communication: Electronic networks, research collaboration and the discovery of digital knowledge bases. 2004.

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37

Sarason, Seymour B., and Elizabeth M. Lorentz. Crossing Boundaries: Collaboration, Coordination, and the Redefinition of Resources. Jossey-Bass, 1997.

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38

Heilbrun, Kirk, H. Jean Wright, II, Christy Giallella, and David DeMatteo, eds. University and Public Behavioral Health Organization Collaboration in Justice Contexts. Oxford University Press, 2021. http://dx.doi.org/10.1093/med-psych/9780190052850.001.0001.

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This book provides detailed information about successful collaborations between universities and public behavioral health organizations in criminal justice contexts. The authors begin by introducing the relevant purpose and definitions and then describe each of the nine contributed chapters to follow. Each of these chapters describes a particular collaboration between a university and a public behavioral health organization. Each chapter is structured around a description of the collaboration’s purposes, beginning, leadership, who is served, services, operations, effectiveness measurement, financial arrangements, and lessons learned. Collaborative projects were selected because they were long-standing and successful. The descriptions provided by each project are then aggregated into a larger model for success. This is detailed in the final chapter with a distillation of “lessons learned” in building, operating, and sustaining a successful collaboration. These lessons are provided in particular areas: planning, working together, training, consultation, financial considerations, personnel, and research. By considering these nine exemplary projects and the final “lessons learned,” this book has implications for comparable collaborations between universities and public behavioral health organizations in a criminal justice context.

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39

Shrum, Wesley, Joel Genuth, and Ivan Chompalov. Structures of Scientific Collaboration. The MIT Press, 2007. http://dx.doi.org/10.7551/mitpress/7461.001.0001.

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40

Genuth, Joel, Ivan Chompalov, Wiebe E. Bijker, W. Bernard Carlson, and Wesley Shrum. Structures of Scientific Collaboration. MIT Press, 2007.

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41

Structures of scientific collaboration. Cambridge, MA: MIT Press, 2007.

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42

Genuth, Joel, Ivan Chompalov, and Wesley Shrum. Structures of Scientific Collaboration. MIT Press, 2007.

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43

Genuth, Joel, Ivan Chompalov, Wiebe E. Bijker, W. Bernard Carlson, and Wesley Shrum. Structures of Scientific Collaboration. MIT Press, 2007.

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44

George, Walker, Purves Robert, and Blair Michael. Part I Regulatory Structure, 2 Statutory Framework for UK Financial Services Regulation. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198793809.003.0002.

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This chapter examines the statutory framework for financial services regulation in the UK. The regulatory reforms that culminated in the break-up of the Financial Services Authority (FSA) and the return of regulatory responsibilities to the Bank of England have complicated but in many ways reinforced the original vision of a consolidated statutory framework for all financial services regulation under the Financial Services and Markets Act 2000 (FSMA). The FSMA is undoubtedly more complicated because of the need to accommodate collaboration between the Financial Conduct Authority (FCA) and the Bank of England acting as Prudential Regulation Authority (PRA). The chapter provides an overview of the structure and statutory framework of the FSMA as well as the functions of the FCA and the PRA. It also considers the scope of financial services regulation under the FSMA and the confidentiality of information obtained by the FCA and the PRA in the discharge of their functions.

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45

Leong, Daphne. Performing Knowledge. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190653545.001.0001.

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This book brings a theorist and performers together to examine the interface of analysis and performance in music of the twentieth century. Nine case studies, of music by Ravel, Schoenberg, Bartók, Schnittke, Milhaud, Messiaen, Babbitt, Carter, and Morris, are co-authored with performers (or composers) of those works. The case studies revolve around musical structure, broadly defined to comprise relations among parts and whole created in the process of making music, whether by composers, performers, listeners, or analysts. Knowledge that is produced in the course of relating analysis and performance is conceived in three dimensions: wissen, können, and kennen. The collaborative process itself is viewed through three constructs that facilitate cross-disciplinary collaboration: shared items, shared objectives (activity objects and epistemic objects), and shared agents. The book’s collaborations “thicken” the description of analysis and performance by illuminating key issues around (a) the implicit identity of a work: the role of embodiment, the affordances of a score, the cultural understanding of notation; (b) the use of metaphor in interpretation: here metaphors of memory, of poetry, and of ritual and drama; and (c) the relation of analysis and performance itself: its antagonisms, its fusion, and—rounding out the perspectives of theorist and performer with those of composer and listener—the role of structure in audience response. Along with these broader insights, each collaboration exemplifies processes of analysis and of performance, in grappling with and interpreting particular pieces. Video performances, demonstrations, and interviews; audio recordings; and photographs partner with the book’s written text.

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46

Department of Defense. Innovative Practices for Special Warfare - Army Special Operations Forces and Collaboration, Structure and Incentives, Case Analyses of Google, the Joint Special Operations Command, and Silicon Valley. Independently Published, 2017.

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47

Genuth, Joel, Ivan Chompalov, and Wesley Shrum. Structures of Scientific Collaboration (Inside Technology). The MIT Press, 2007.

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48

Spiro, Neta, and Katie Rose M. Sanfilippo, eds. Collaborative Insights. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780197535011.001.0001.

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This book provides insight informed by interdisciplinary thinking on musical care throughout the life course. Musical care refers to the role of music—music listening as well as music-making—in supporting any aspect of people’s developmental or health needs: for example, physical and mental health, cognitive and behavioural development, and interpersonal relationships. Musical care can be seen as relevant to several types of music, approach, setting and stages of the life course. By introducing the term musical care, the editors of this book prioritize the overlapping areas of practice, engagement, and research that are widely applicable rather than the boundaries between them. The life course structure, from infancy to end of life, highlights the changing roles of musical care throughout our lives. The multifaceted nature of musical care requires bringing together perspectives and expertise from practice and research, from different fields and disciplines. This edited book shows interdisciplinary collaboration in action by assembling music practitioners and researchers to collaboratively write each chapter—each covering a stage during the life course—to discuss musical care from interdisciplinary perspectives, and to offer directions for future work. This book illustrates the wealth of understanding that can be gained from interdisciplinary collaboration in musical care. This is the start of a conversation and a call to action; a catalyst for new collaborations that will bring new insights to musical care throughout the life course.

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49

West, Joel, and Jonathan Sims. How Firms Leverage Crowds and Communities for Open Innovation. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0004.

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There are many similarities in how firms pursuing an open innovation strategy can utilize crowds and communities as sources of external innovation. At the same time, the differences between these two network forms of collaboration have previously been blurred or overlooked. In this chapter, we integrate research on crowds and communities, identifying a third form—a crowd–community hybrid—that combines attributes of both. We compare examples of each of these three network forms, such as open source software communities, gated contests, crowdsourcing tournaments, user-generated content, and crowd science. We then summarize the intrinsic, extrinsic, and structural factors that enable individual and organizational participation in these collaborations. Finally, we contrast how these collaborative forms differ regarding their degree of innovativeness and relevance to firm goals. From this, we identify opportunities for future research on these topics.

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50

Alvarez, José Luis, and Silviya Svejenova. The Changing C-Suite. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198728429.001.0001.

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This book is about changing corporate power structures. We examine the evolving ways in which power at the apex of complex organizations is structured through roles and relationships in anticipation of and in response to diverse contingencies and interests. Our focus is the changing C-suite, a term denoting the most important senior executives in an organization, characterized by the proliferation of and variation in new Chief X Officer (CXO) roles, where ‘X’ stands for a specific domain, such as sustainability, communication, digital, human resources, finance, etc. By exploring the emergence and evolution of these CXO roles, we seek to understand these elites’ new command posts, sources of expertise and identity, competition and collaboration, and ways of getting things done—what we call their ‘style’—thereby extending the political perspective of organizations, which has largely overlooked the changing structure and dynamics underlying executive power and actions. It is in moments of structural transformation, such as the ongoing incorporation of a plethora of new CXO roles on executive committees, that the political model of organizations is better revealed and assessed. The book develops a theoretical account, combined with a rich empirical illustration, of the C-suite’s transformation over the last two decades: its magnitude and meaning, its co-construction by different interests, and its potential significance for corporate control. As C-suite incumbents have more leeway to construct their roles than managers at any other organizational layer, special attention is placed on their social and political action styles.

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