A.B. (Rami) Shani – författare

"Adler, Shani, and Styhre, with contributions from many of the management researchers associated with the FENIX experiment, have documented the essence of collaborative research in organizations. The eighteen chapters in the book provide a window into the complexity of designing and managing collaborative research efforts in organizations . . . and present an approach that is worth reading about, reflecting upon, and exploring further. At Volvo Cars, this collaboration has been an added value to our practice."--From the foreword by Hans-Olov Olsson, CEO and President, Volvo Car Corporation

"Through collaboration, we can deliver research outcomes not possible from solo or single team scholarship. . . . The experiments in collaborative research chronicled in this book are timely and important."--From the foreword by Andrew M. Pettigrew, Professor of Strategy and Organization, Warwick Business school, Associate Dean, Warwick University, U.K.

"> This book responds in a timely manner to a most important subject area. > The editors have a proven track record and are well recognized in their > fields around the world. The cases exhibit broad coverage and the depth is > quite impressive."--> Kenneth L. Murrell, University of West Florida

Collaborative Research in Organizations: Foundations for Learning, Change, and Theoretical Development leverages and sustains the role of management research while increasing the theoretical development of complex organizational and management issues. The true partnership ideal and emergent inquiry process make collaborative research complex and difficult to organize, lead, and manage. This book addresses these needs by revisiting traditional research ideals.

Collaborative Research in Organizations is organized in four sections. Part I, Framing the Challenge, provides grounding in the historical context, the emergent need, and the challenges of working in the borderland between academy and industry. Part II, Lenses and Mechanisms, presents a range of collaborative research approaches, concepts, frameworks, and mechanisms, positioning collaborative research as something other than one of many qualitative approaches. Part III, Illustrations, are intended to provide specific examples of collaborative research projects in a variety of companies and industries that show how collaborative research is realized. Most of the illustrations are based on collaborations between FENIX Program researchers at the Stockholm School of Economics and Chalmers University of Technology and leading Swedish organizations leveraging the Scandinavia tradition of boundary-spanning learning endeavours. Part IV, Lessons, highlights the common denominators between the different studies, addresses some of the critiques of collaborative research, and identifies critical challenges for future inquiry.

"Adler, Shani, and Styhre, with contributions from many of the management researchers associated with the FENIX experiment, have documented the essence of collaborative research in organizations. The eighteen chapters in the book provide a window into the complexity of designing and managing collaborative research efforts in organizations . . . and present an approach that is worth reading about, reflecting upon, and exploring further. At Volvo Cars, this collaboration has been an added value to our practice."--From the foreword by Hans-Olov Olsson, CEO and President, Volvo Car Corporation

"Through collaboration, we can deliver research outcomes not possible from solo or single team scholarship. . . . The experiments in collaborative research chronicled in this book are timely and important."--From the foreword by Andrew M. Pettigrew, Professor of Strategy and Organization, Warwick Business school, Associate Dean, Warwick University, U.K.

"> This book responds in a timely manner to a most important subject area. > The editors have a proven track record and are well recognized in their > fields around the world. The cases exhibit broad coverage and the depth is > quite impressive."--> Kenneth L. Murrell, University of West Florida

Collaborative Research in Organizations: Foundations for Learning, Change, and Theoretical Development leverages and sustains the role of management research while increasing the theoretical development of complex organizational and management issues. The true partnership ideal and emergent inquiry process make collaborative research complex and difficult to organize, lead, and manage. This book addresses these needs by revisiting traditional research ideals.

Collaborative Research in Organizations is organized in four sections. Part I, Framing the Challenge, provides grounding in the historical context, the emergent need, and the challenges of working in the borderland between academy and industry. Part II, Lenses and Mechanisms, presents a range of collaborative research approaches, concepts, frameworks, and mechanisms, positioning collaborative research as something other than one of many qualitative approaches. Part III, Illustrations, are intended to provide specific examples of collaborative research projects in a variety of companies and industries that show how collaborative research is realized. Most of the illustrations are based on collaborations between FENIX Program researchers at the Stockholm School of Economics and Chalmers University of Technology and leading Swedish organizations leveraging the Scandinavia tradition of boundary-spanning learning endeavours. Part IV, Lessons, highlights the common denominators between the different studies, addresses some of the critiques of collaborative research, and identifies critical challenges for future inquiry.

Since the first edition of this book was published, the subject of sustainability has risen to the forefront of thinking in almost every subject within business and management. Tackling the latest developments and integrating practical perspectives with rigorous research, this new edition sheds light on a vital aspect of working life.

Current trends reveal that increasing intensity at work has major consequences at individual, organizational and societal levels. Sustainability in work systems thus requires a multi-stakeholder approach, emphasising a value-based choice to promote the concurrent development of various resources in the work system. This sustainability grows from intertwined individual and collective learning processes taking place within and between organizations in collaboration.

In exploring the development of sustainable work systems, this book analyzes these problems, and provides the basis for designing and implementing ''sustainable work systems'' based on the idea of regeneration and the development of human and social resources. The authors, who are leading researchers and practitioners from around the world, consider the existing possibilities and emerging solutions and explore alternatives to intensive work systems.