Siv Vangen

Bio: Siv Vangen is an academic researcher from Open University. The author has contributed to research in topics: Public sector & Corporate governance. The author has an hindex of 21, co-authored 47 publications receiving 5670 citations. Previous affiliations of Siv Vangen include University of Strathclyde.

Managing to Collaborate: The Theory and Practice of Collaborative Advantage

Abstract: Collaboration between organizations on different continents can raise issues of economic development, health, the environment, risk sharing, supply chain efficiency and human resource management. It is an activity that can touch upon almost every aspect of business and social life. In this notable text, the authors combine rigorous theory with practical examples to create a useful, practical, one-stop resource covering topics such as: the principles of the theory of collaborative advantage managing aims membership structures and dynamics issues of identity using the theory. The key features of the book include rich theory, drawn directly from practice, explained in simple language, and a coherently developed understanding of the challenges of collaboration, based on careful research. This significant text will be an invaluable reference for all students, academics and managers studying or working in collaboration.

Leadership In The Shaping And Implementation Of Collaboration Agendas: How Things Happen In A (Not Quite) Joined-Up World

Abstract: This article contributes to the theory of collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizationa...

Nurturing Collaborative Relations: Building Trust in Interorganizational Collaboration

Abstract: Many organizations aspire to gain collaborative advantage by working in partnerships across organizational, sectoral, and even national boundaries. Such collaborations, however, are difficult to manage, and the likelihood of disappointing outputs is high. To create advantage, practitioners need to engage in a continuous process of nurturing the collaborative processes. One issue that appears significant in the nurturing process is trust. This article incorporates a synthesis of research on trust with research on other aspects of collaboration. It develops a trust-building loop and examines its validity to inform practice. It argues that trust building is problematic and that management of trust implies both the ability to cope in situations where trust is lacking and the ability to build trust in situations where this is possible. It summarizes pragmatic implications in a tool for thinking about and addressing trust management in different collaborative situations.

The Challenge of Collaborative Governance

Abstract: Partnerships increasingly play a major role in determining and implementing major policy drives in localities. Under-standing how they may provide value is therefore essential to understanding modern governance principles. This article describes action research aiming to develop a conceptualization of fac-tors inherent in collaborative forms and, hence, about their practicality as governance tools. Different interpreta-tions of what collaborative governance is intended to achieve are first reviewed. Two areas that seriously affect the ability of collaborations to deliver their potential, structural complexity and diversity are then reviewed. The article concludes by considering what is needed to make collaborative governance work.

Ambiguity, Complexity and Dynamics in the Membership of Collaboration

Abstract: This paper is concerned with the role that membership structures of inter-organizational collaborations have on the achievement of collaborative advantage in the context of tackling social issues. Based on action research involving participants in a wide variety of collaborative situations, the paper aims to explore the nature of the membership of collaborations in practice. A picture of membership is built up from two perspectives. The first considers the structure of collaboration, and argues that ambiguity and complexity in structure may be demonstrated over many dimensions. The second adds another layer of complication through exploring the dynamics of the way in which membership structures change over time. The paper concludes by examining the implications for practitioners and policy makers of this picture in terms of its effect on the design of collaborations and on the factors which tend to lead to colloborative inertia instead of collaborative advantage.

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

Collaborative governance in theory and practice

Abstract: Over the past few decades, a new form of governance has emerged to replace adversarial and managerial modes of policy making and implementation. Collaborative governance, as it has come to be known, brings public and private stakeholders together in collective forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a contingency model of collaborative governance. After reviewing 137 cases of collaborative governance across a range of policy sectors, we identify critical variables that will influence whether or not this mode of governance will produce successful collaboration. These variables include the prior history of conflict or cooperation, the incentives for stakeholders to participate, power and resources imbalances, leadership, and institutional design. We also identify a series of factors that are crucial within the collaborative process itself. These factors include face-to-face dialogue, trust building, and the development of commitment and shared understanding. We found that a virtuous cycle of collaboration tends to develop when collaborative forums focus on ‘‘small wins’’ that deepen trust, commitment, and shared understanding. The article concludes with a discussion of the implications of our contingency model for practitioners and for future research on collaborative governance. Over the last two decades, a new strategy of governing called ‘‘collaborative governance’’ has developed. This mode of governance brings multiple stakeholders together in common forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a general model of collaborative governance. The ultimate goal is to develop a contingency approach to collaboration that can highlight conditions under which collaborative governance will be more or less effective as an

Modes of Network Governance: Structure, Management, and Effectiveness

Abstract: This article examines the governance of organizational networks and the impact of governance on network effectiveness. Three basic models, or forms, of network governance are developed focusing on their distinct structural properties. Propositions are formulated examining conditions for the effectiveness of each form. The tensions inherent in each form are then discussed, followed by the role that management may play in addressing these tensions. Finally, the evolution of governance is explored.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.