MariaLaura Di Domenico is Reader in Organizational Behaviour at the University of Surrey School of Management, UK. Prior to this she was Lecturer in Organizational Behaviour at The Open University Business School, UKSiv Vangen is Senior Lecturer of Management at The Open University, UK. She is co-author, with Chris Huxham, of Managing to Collaborate (also published by Routledge)Nik Winchester is Lecturer in Management at The Open University Business School, UKDev Kumar Boojihawon is Lecturer in Strategic Management at The Open University Business School, UKJill Mordaunt is Senior Lecturer in Social Enterprise at The Open University, UK. She is co-editor of Thoughtful Fundraising (also published by Routledge)

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• Introduction 1. Learning from and through Collaborations Part I: Managing Aims 2. Goal Setting: A Five-Step Approach to Behavior Change 3. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting 4. What Goals do Business Leaders Pursue?: A Study in Fifteen Countries 5. The Role of Goals in the Management of Supply Chain Networks Part II: Power and Politics 6. The Prince 7. Management and Machiavelli 8. Understanding Power in Organizations 9. The Dialectic of Social Exchange: Theorizing Corporate-Social Enterprise Collaboration Part III: Cultural Diversity 10. Hofstede's Model of National Cultural Differences and their Consequences: A Triumph of Faith - A Failure of Analysis 11. Organizational Culture and Leadership 12. Working at the Rat 13. Managing Multicultural Teams Part IV: International Management Perspectives 14. The Growth of Alliances in the Knowledge Based Economy 15. Competition for Competence and Inter-Partner Learning within Strategic Alliances 16. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks among Asian and Western Firms 17. Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence Part V: The Darker Side of Collaborative Arrangements 18. History as Cause: Columbia and Challenger 19. Whistleblowing and its Quandries 20. The Emperor's New Clothes: Why Boards and Managers find Accountability Relationships Difficult

MariaLaura Di Domenico is Reader in Organizational Behaviour at the University of Surrey School of Management, UK. Prior to this she was Lecturer in Organizational Behaviour at The Open University Business School, UKSiv Vangen is Senior Lecturer of Management at The Open University, UK. She is co-author, with Chris Huxham, of Managing to Collaborate (also published by Routledge)Nik Winchester is Lecturer in Management at The Open University Business School, UKDev Kumar Boojihawon is Lecturer in Strategic Management at The Open University Business School, UKJill Mordaunt is Senior Lecturer in Social Enterprise at The Open University, UK. She is co-editor of Thoughtful Fundraising (also published by Routledge)

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• Introduction 1. Learning from and through Collaborations Part I: Managing Aims 2. Goal Setting: A Five-Step Approach to Behavior Change 3. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting 4. What Goals do Business Leaders Pursue?: A Study in Fifteen Countries 5. The Role of Goals in the Management of Supply Chain Networks Part II: Power and Politics 6. The Prince 7. Management and Machiavelli 8. Understanding Power in Organizations 9. The Dialectic of Social Exchange: Theorizing Corporate-Social Enterprise Collaboration Part III: Cultural Diversity 10. Hofstede's Model of National Cultural Differences and their Consequences: A Triumph of Faith - A Failure of Analysis 11. Organizational Culture and Leadership 12. Working at the Rat 13. Managing Multicultural Teams Part IV: International Management Perspectives 14. The Growth of Alliances in the Knowledge Based Economy 15. Competition for Competence and Inter-Partner Learning within Strategic Alliances 16. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks among Asian and Western Firms 17. Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence Part V: The Darker Side of Collaborative Arrangements 18. History as Cause: Columbia and Challenger 19. Whistleblowing and its Quandries 20. The Emperor's New Clothes: Why Boards and Managers find Accountability Relationships Difficult

MariaLaura Di Domenico is Reader in Organizational Behaviour at the University of Surrey School of Management, UK. Prior to this she was Lecturer in Organizational Behaviour at The Open University Business School, UKSiv Vangen is Senior Lecturer of Management at The Open University, UK. She is co-author, with Chris Huxham, of Managing to Collaborate (also published by Routledge)Nik Winchester is Lecturer in Management at The Open University Business School, UKDev Kumar Boojihawon is Lecturer in Strategic Management at The Open University Business School, UKJill Mordaunt is Senior Lecturer in Social Enterprise at The Open University, UK. She is co-editor of Thoughtful Fundraising (also published by Routledge)

Select Guide Rating

• Introduction 1. Learning from and through Collaborations Part I: Managing Aims 2. Goal Setting: A Five-Step Approach to Behavior Change 3. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting 4. What Goals do Business Leaders Pursue?: A Study in Fifteen Countries 5. The Role of Goals in the Management of Supply Chain Networks Part II: Power and Politics 6. The Prince 7. Management and Machiavelli 8. Understanding Power in Organizations 9. The Dialectic of Social Exchange: Theorizing Corporate-Social Enterprise Collaboration Part III: Cultural Diversity 10. Hofstede's Model of National Cultural Differences and their Consequences: A Triumph of Faith - A Failure of Analysis 11. Organizational Culture and Leadership 12. Working at the Rat 13. Managing Multicultural Teams Part IV: International Management Perspectives 14. The Growth of Alliances in the Knowledge Based Economy 15. Competition for Competence and Inter-Partner Learning within Strategic Alliances 16. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks among Asian and Western Firms 17. Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence Part V: The Darker Side of Collaborative Arrangements 18. History as Cause: Columbia and Challenger 19. Whistleblowing and its Quandries 20. The Emperor's New Clothes: Why Boards and Managers find Accountability Relationships Difficult