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Construction projects inevitably encounter adversities that threaten their functionality and performance. Understanding the enhancement of project resilience, especially in extreme situations like the COVID-19 pandemic, is crucial. This study introduces a theoretical model to explore how partnering and boundary activities among project stakeholders influence project resilience, and in turn, impact project performance. Based on data gathered from a questionnaire survey involving 172 construction projects in China, the results indicate that project resilience directly and positively affects project performance during the COVID-19 pandemic. Partnering and boundary activities emerge as primary determinants of project resilience. They not only directly impact project resilience and performance, but their impact on project resilience also indirectly influences project performance. The findings offer valuable theoretical and practical insights into the improvement of project resilience through effective boundary activities and partnering. [ABSTRACT FROM AUTHOR]

The article presents a speech by Paul C. Beatty, president of the American Association for Public Opinion Research (AAPOR). Topics discussed include the underlying phenomenon of disengagement from research, survey fatigue, skeptical attitudes in surveys and trustworthiness of survey findings, collective consequences of disengagement, visibility of pre-election polls versus actual election results, and the need for partnerships among a larger network to build public understanding.

Partnerships between organizations that engage in land protection are promoted as a way to improve the efficiency of limited conservation budgets. However, limited empirical exploration of the types of organizations involved in partnering and their organizational objectives precludes a holistic understanding of how to integrate partnering into planning for improved conservation outcomes. Using data on protected areas from California, United States, we explored the frequency and extent of partnering between managing organizations. In addition, we analyzed mission statements of partnering and non‐partnering organizations to explore whether organizational objectives were related to observed partnering behavior. We estimated that partnerships managed about 7 million acres, comprising 8% of total protected land area, in California. Furthermore, the organizations that we observed partnering tended to use more environmental themed language in their mission statements, while non‐partnering organizations tended to use language with socioeconomic themes. These results provide empirical evidence of partnering and support further exploration of it as a potentially important mechanism to improve conservation outcomes. In addition, they suggest that current partnering patterns and future opportunities to expand partnerships in protected land management likely depend on organizations pursuing wildlife and nature focused conservation objectives, and to a lesser extent socioeconomic objectives. [ABSTRACT FROM AUTHOR]

There is an increased interest from both researchers and knowledge users to partner in research to generate meaningful research ideas, implement research projects, and disseminate research findings. There is accumulating research evidence to suggest the benefits of engaging children/youth with disabilities and their parents/families in research partnerships; however, less is known about the benefits of, and challenges to, engaging organizations as partners in research. The purpose of this commentary is to reflect on successful organizational partnership experiences from the perspectives of researchers at an internationally-recognized childhood disability research centre (CanChild), and to identify and share key ingredients for developing partnerships between organizations and academic institutions. A companion study is underway to examine partnership experiences with CanChild from the partners' perspective. Four CanChild researchers and two co-facilitators participated in a collaborative auto-ethnography approach to share experiences with organizational research partnerships and to reflect, interpret, and synthesize common themes and lessons learned. The researchers and facilitators met virtually via Zoom for 105 min. Researchers were asked to discuss the following: the formation of their organizational partnerships; if/how partnerships evolved over time; if/how partnerships were sustained; and lessons learned about benefits and challenges to building research partnerships with organizations. The meeting was recorded, transcribed verbatim, and analyzed by the facilitators to identify and synthesize common experiences and reflections. Multiple rounds of asynchronous reflection and feedback supported refinement of the final set of analytic themes. Researchers agreed that partnerships with organizations should be formed through a mutual interest, and that partnerships evolved by branching to include new organizations and researchers, while also involving trainees. Researchers identified the importance of defining roles and responsibilities of key individuals within each partnering group to sustain the partnership. Lessons learned from organizational partnerships included reciprocity between the partnering organization and academic institution, leveraging small pockets of funds to sustain a partnership over time, and building a strong rapport with individuals in a partnership. This commentary summarized lessons-learned and provided recommendations for researchers and organizations to consider when forming, growing, and sustaining research partnerships over time. Plain English summary: Researchers and people who use research findings are partnering to create research projects and share results. There are examples of children with disabilities and their families participating in research partnerships, but less is known about the involvement of healthcare organizations and community organizations as research partners. The purpose of this article is to share successful examples of partnership between organizations and a childhood disability research centre from the perspective of researchers. Four researchers and two facilitators met to reflect on their experiences with organizational research partnerships. They met online for 105 min using Zoom software. The researchers were asked to talk about how their partnerships with organizations were formed, how they grew over time, and how they were maintained. The meeting was recorded, and the facilitators took the researchers' experiences and summarized them into common messages. Everyone then read the summary on their own and added their ideas. This happened three different times until everyone agreed on one set of ideas. The researchers agreed that partnerships with organizations should be formed through common goals, that they should grow to include new partners and junior researchers, and that clear roles and responsibilities were needed to keep the partnership going. The experiences shared in this article are valuable to other researchers and organizations that are interested in forming research partnerships. [ABSTRACT FROM AUTHOR]

The article highlights a community collaborative community portrait archive created in the aftermath of the mass shooting at the King Soopers in Boulder, Colorado in 2021. It describes the project's methodology which aimed to establish the idea of an archive with a journalistic approach and partnership with the Boulder Strong Resource Center. It outlines factors and motivations behind the project that include avoidance of parachute journalism, collective memory and assist with healing.

The present research analyzes the determinants of the technological impact of the innovations developed by R&D collaborations between universities and Small and Medium Enterprises (SMEs). Specifically, by adopting a multilevel approach, this study reveals the significant role played by SMEs' absorptive capacity, as well as by social and geographical proximity between the partnering organizations. In addition, this article shows the positive impact of the regional knowledge spillovers that are close to the technological fields of the innovations developed. The findings provide a better understanding of interactive learning in R&D collaborations between universities and SMEs, explaining how it may be further nurtured by knowledge spillovers available in SMEs' Regional Innovation Systems (RIS). The article may also support SME managers in the definition of these collaborations, university managers in the orientation of their technology transfer effort, as well as policy makers interested in the development of a more effective RIS. [ABSTRACT FROM AUTHOR]

The article focuses on the harmonization of outsourcing relationships between contract research organizations (CROs) and sponsors in the clinical research industry. It emphasizes the need for a shared partnership culture. It discusses tools to manage outsourcing strategy, the importance of strategic alignment, and the human aspect in driving efficiency and alignment within these partnerships.

The article discusses the work of the Wake Forest Law Medical-Legal Partnership Clinic to host the Emergency Rental Assistance Program (ERAP) workshops for lawyers at an outpatient health center serving low-income patients in Winston-Salem, North Carolina. Topics include the goal of the American Rescue Plan Act of 2021's (ARPA) ERAP to help prevent housing instability, the consequences of eviction for tenants and the impact of Covid-19 pandemic on affordable housing and evictions in the U.S.

The governance of multilateral alliances is an increasingly important strategic option as firms face discontinuities and disruptions. But not all multilateral alliances present the same governance and leadership challenges. The partners' co-specialized contributions to the alliance call for more creative overall alliance management and for more open-ended forms of collaboration. Governance options range from a very autocratic "hub-and-spoke" model to democratic and participative governance. This puts different demands on the approach and the leadership skills required from the alliance managers. [ABSTRACT FROM AUTHOR]

The author reflects on the progress and partnership of the Florida Bar under his presidency. Topics include the author's gratitude to those who support and dedicate their volunteer service to the association, the Florida Bar's steadfast commitment to regulate the practice of law and ensure the highest standards of legal professionalism, the advantage of its partnership with the trust accounting platform Nota, and its creation of a Standing Committee on Cybersecurity and Privacy Law.

For several years, sport-for-development (SFD) programs have been implemented around the world to make a positive difference for disadvantaged or underprivileged communities. Within this context, special events have been used to complement regular development activities to celebrate social, cultural, and sporting achievements. To date, little managerial work has been conducted on the specific contributions that special events can play in the context of ongoing SFD endeavors. In addressing this issue, this paper presents findings from an empirical investigation of a participatory SFD event in the Pacific Islands. Findings suggest that special events can create new interest and excitement for SFD activities, reengage stakeholders to the wider SFD program, leverage partnerships, and provide opportunities to build and shape local management capacity. In discussing these findings, the paper highlights potential positive and negative impacts of special SFD events and provides practical and theoretical implications for SFD program design, management, and leverage. [ABSTRACT FROM AUTHOR]

The article discusses the how to leverage the links between the European Foundation for Quality Management (EFQM) Excellence Model and International Organization for Standardization (ISO) 44001 to improve how individuals and organizations work together. Topics covered include the strengths of EFQM model, the development of ISO 44001 and the alignment of the EFQM model and ISO 44001. It also tackles the key areas that drive collaboration in EFQM and directly relate to ISO 44001.

A plural alliance structure involving multiple downstream partners has become increasingly popular, yet investigations of marketing alliances continue to address mainly dyadic structures. The authors present learning and dependence balancing as key mechanisms to understand the relative performance differences between plural and dyadic structures, as well as the determinants of effective collaboration in a plural structure. Two complementary studies test the performance of plural and dyadic structures in a wide range of high-tech industries. The analysis of both plural and dyadic structure alliances in an event study shows that plural structures outperform dyadic structures for the upstream firm when marketing alliances extend to product-related tasks, the upstream firm has more alliance experience, or the industry is growing fast; however, dyadic structures perform better when the upstream market is more competitive. A second study, focusing only on plural structure alliances, shows that horizontal relationship factors (i.e., market overlap and prior relationship between downstream partners) interact with the upstream firm's greater alliance experience and reputation to lead to better returns for the upstream firm. [ABSTRACT FROM AUTHOR]

Research partnerships between scholars and sport for development and peace (SDP) organizations are common, but firsthand accounts of the challenges and barriers faced by scholars when forming and sustaining partnerships are rare. Therefore, the purpose of this study was to examine them, and to uncover strategies to overcome these challenges across different partnership contexts. Eight prominent SDP scholars were interviewed. Guided by collaboration theory and the partnership literature, findings revealed challenges included navigating the political and organizational landscape; securing commitments from organizations with limited resources; negotiating divergent goals, objectives, and understandings; and conducting long-term evaluations and research. Strategies to address these issues involved developing strategic partnerships, cultivating mutual understanding, building trust, starting small, finding the cause champion, and developing a track record of success. Key theoretical and practical implications are drawn forth, as well as intriguing future research directions. [ABSTRACT FROM AUTHOR]

Researchers have studied organizational exit primarily as a terminal process in which people engage in communication to manage and make sense of permanent closures of their relationships and membership. However, in interorganizational collaborations (IOCs), where individuals representing multiple organizations voluntarily come together and create a temporary alliance to address a shared problem, communication during the exit process can shape the collaborative partners' post-exit relationships and future collaboration opportunities. To explore how such processes occur in the complex and dynamic environment of IOCs, this article develops a negotiated open process view of exit based on the Bona Fide Group Collaboration Model and presents a field study of IOCs in a regional planning context. Findings reveal three main strategies by which collaborative partners negotiated the open process of exit to secure their involvement in a future IOC. This article concludes with a discussion of implications for theorizing IOCs' exit as part of a trajectory of ongoing collaborative relationships enacted by strategic communicative actions of collaborators. [ABSTRACT FROM AUTHOR]

The emerging Industry 4.0's enabling technologies are bringing opportunities for new manufacturing business models and profound corporate and societal changes. These changes' main characteristics are an urgent need to understand and exploit companies' key competencies, enabled by their value chain's internal and external innovation ecosystems. The open innovation culture of continuous improvements and search for more competitive solutions are the main characteristics of these new manufacturing landscapes. With their business, professional, and social networks, knowledge workers, supported by collaborative culture and proper leadership, become the main drivers of Industry 4.0 business success. The capability to collectively recognize and exploit the personal, organizational, and regional potential is one of the critical competencies of modern knowledge-based businesses. Successful partnering of such knowledge innovation communities presents the essence of effective and efficient Industry 4.0 enterprises. This paper discusses characteristics of such open virtual research-innovation communities, the proposed model of virtual open innovation system (VOIS), and its illustration in the case study from the toolmaking-machine industry sector. [ABSTRACT FROM AUTHOR]

This study identifies key characteristics of current science communication training programs based in North America. We report findings from semistructured interviews conducted with science communication trainers (N = 32) that examined programs' curricula, trainees, and impacts. Findings suggest that the current landscape of science communication training is one where a range of well-intentioned individuals and groups provide guidance to mostly self-selecting scientists. Training typically involves helping scientists find and refine their own message and then expecting these individuals to find their own opportunities to communicate. Programs commonly emphasize technical communication skills more than strategy, rarely conduct robust evaluation, and are not typically designed to enhance inclusivity. Researcher-trainer partnerships can help maximize the reach and positive impacts of these programs. [ABSTRACT FROM AUTHOR]

Science and technology parks (STPs) try to facilitate networking among their tenants by (i) creating a favorable ecology for collaboration through selection of tenants and (ii) encouraging the formation of ties among these firms through events and introductions. We investigate the effect of these interventions on data collected from managers and tenants of 12 STPs in Turkey. In analyses that include STP level fixed effects to control for unobserved heterogeneity in parks' characteristics, we find ecological characteristics as well as manager interventions to have some effect on prevalence of inter-firm relationships: Sectoral homogeneity is associated with greater numbers prevalence of knowledge sharing, joint development, and client ties. Tenants whose general managers have greater presence at the park have more equipment-sharing ties, and attendance at STP-organized events increases knowledge-sharing ties. STP managers’ brokerage activities contribute to equipment sharing ties. [ABSTRACT FROM PUBLISHER]

This article focuses on the synergistic effect of university-industry cooperation. The study believes that reasonable matching can enhance the interdependence of knowledge and organization formed between partners, which in turn affects the synergy of cooperation. To this end, this article relies on Harbin Institute of Technology (HIT) and domestic cooperative enterprises to conduct a equivalence evaluation of matching factors with sample data of 176 university-industry cooperation. Through screening, 74 sample data with equal organization reputation, organization scale, and scientific research and technical capabilities are obtained, and a hierarchical regression model of equivalent matching factors is constructed. The research results show that the relationship between organizational synergy and synergistic effect can be positively adjusted when the organizational reputation and organizational scale are relatively equal, and the relationship between knowledge synergy and synergistic effect can be positively adjusted when the scientific research capability and technical capability are relatively equal. The research results not only help deepen the existing research results of university-industry cooperation, but also enrich the domestic management theory of synergistic innovation. At the same time, it has provided practical guidance for Chinese university-industry strategic alliance, especially in "open innovation" and "network cooperation". [ABSTRACT FROM AUTHOR]

The paper presents research findings on the initial stages of the life cycle of cross-sector partnerships in the social services. The findings clearly show the importance and impact of the initial stages on the establishment and institutionalization of the partnerships over time. These stages are mainly characterized by clarifying the common goals of the partnership, mobilizing support to achieve the goals, overcoming resistance and relieving fears while convincing opponents to change their attitudes toward the partnership, and formalizing and constructing administrative processes and procedures. Special attention is given to the emotional energy that the management and workers invest in the initial stages in order to overcome barriers as well as ideological, cultural, and procedural gaps between the partner organizations. The relationships between selected organizational properties that typify the initial stages of cross-sector partnerships and the achievement of goals and outcomes are presented, analyzed, and discussed. [ABSTRACT FROM AUTHOR]

How do organizations of vastly different size collaborate in order to achieve a common goal? While this poses less of a problem when the network is orchestrated by a classic lead firm, in networks exhibiting a shared governance mode, where leadership responsibilities are more or less equally distributed, size differentials present a critical management challenge. In this paper, we contribute to the literature on coordination in and of inter‐organizational arrangements by emphasizing the so far largely neglected role of size for managing close collaborative relationships. We study the case of Apprenticeship Network, a network that originally consisted of seven small and medium‐sized enterprises, but which then accepted a very large multinational firm as a new member. By unpacking how the network coordinated its endeavour over time to achieve accountability, predictability and a common understanding as critical conditions for effective coordination, we explore how coordination effectiveness may deteriorate and result in the failure of the collaborative effort. We pay special attention to the role of size in these processes, and we theorize how the strategic front and back‐staging of agreed‐upon rules and norms facilitates the formation, maintenance and deletion of a tie, thus producing important network dynamics. [ABSTRACT FROM AUTHOR]

This article examines the Punjabi Canadian Legacy Project (PCLP), a partnership project between the Royal British Columbia Museum and the South Asian Studies Institute at the University of the Fraser Valley, as a case study of heritage from below. The project is based on community action research and practices, joining forces of memory, research, and community institutions, organisations, and groups. Considering 'heritagisation' as a process of heritage building, and drawing on their experience as practitioners on this project, the authors argue for the need to consider the vast diversities within and among communities, and the need to work on 'heritagisation' through ongoing dialogic engagement. Through a myriad of continuous dialogues and inherent challenges, the process and progress of the PCLP is shaped by this dialogic engagement. As an ongoing project, the PCLP demonstrates how a network extended to diverse participants with shared goals can emerge through the organically developed heritagisation process encouraged by the partners' collaborative efforts in an experimental model for community work by memory and research institutions. [ABSTRACT FROM AUTHOR]

The article offers information on the New Zealand Institute of International Affairs's conference which was held in Auckland, New Zealand. Topics include, partnership with the Ministry of Defence, the Ministry of Foreign Affairs and Trade and the Pacific Cooperation Foundation and with support from the University of Otago for the conference; involvement of and focus on youth and the buzz of discussion amongst delegates; and focus of the debate was on social change.

Inter-organizational collaboration has become indispensable for many organizations. First, organizations themselves are not stable in any collaboration: just as collaboration is fluid, organizations, too, are more or less continuously changing and intraorganizational dynamics are the key to understanding the dynamics of external collaboration, and vice versa. For each of these phases, the authors identify the key decisions organizations make, provide a basic explanation for each decision, discuss what the trade-off organizations face when choosing among decision alternatives, and explore how organizations may resolve these trade-offs. Langley, Smallman, Tsoukas, & Van de Ven, 2013 Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). [Extracted from the article]

Despite a growing body of literature on program implementation networks, most studies have focused on understanding the network structures involving the implementation of initial or inceptive public programs. Little attention has been paid to what network structures actors create to pursue spinoff effects. Spinoff effects are defined as offshoot projects that take place ex-post the completion of the initial public projects or programs. Framing postproject collaboration between communities (villages) and organizations for spinoff projects as social networks, this research examines the network structures that drive postproject collaboration. The network data on postproject collaboration came from a field survey of 62 communities from Nepal that were engaged in building ties with organizations to mobilize resources for spinoff projects. The results from bipartite exponential random graph models applied to the network data show that postproject collaboration ties are influenced by network centralization around communities, or a greater variance among communities in the number of ties with organizations, reflecting differences in the communities' needs for spinoff projects. In addition, communities use network bridging, or indirect ties to other communities through the partner organizations, to access new information valuable to spinoff projects. Given the widespread use of public programs, these findings provide important insights to communities and managers as they advocate postproject collaboration to realize spinoff effects and thereby to sustain the impact of public programs. [ABSTRACT FROM AUTHOR]

Pursuing alliance opportunities are fraught with difficulties due to information asymmetry between the potential partners, as well as technological and/or market uncertainties. In this article, I empirically test how social ties between alliance partners, alliance governance, and individual firm characteristics impact alliance performance. Since alliances are by definition relationships between two or more independent firms, defining and measuring alliance performance is difficult as the partner firms may have different objectives in entering the alliance. Therefore, analyzing alliance performance at different stages of the alliance process, using intermediate indicators of “success” can provide help to better understand the determinants of alliance performance as well as how these determinants may change over time. [ABSTRACT FROM PUBLISHER]

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This research examines a firm's performance in an international marketing alliance when it responds to a self-serving partner's exploitive behavior with accommodation, a cooperative response motivated by the firm's commitment to the venture. The authors theorize that a wronged firm's payoff from accommodation depends on its approach to monitoring, either employing overt surveillance or relying on its partner's self-control. Overt surveillance is believed to undermine accommodation's ability to convince a selfish partner that cooperation is beneficial and not inconsistent with its self-interest. In contrast, because no or low monitoring is a relational approach to evaluation, it tends to reinforce accommodation, persuading a competitive partner to reciprocate cooperatively. Data collected from 174 international marketing alliances support the authors' prediction that under low monitoring, accommodation is positively associated with performance in the alliance. Unexpectedly, under high monitoring, performance is greatest under both low and high accommodation. An explanation may lie in accommodation theory's notion that as accommodation increases, a selfish partner transitions from competition to cooperation, ceasing to exploit accommodation and upturning performance. [ABSTRACT FROM AUTHOR]

We use a movie industry project-by-project dataset to analyze the choice of financing a project internally versus financing it through outside alliances. The results indicate that project risk is positively correlated with alliance formation. Movie studios produce a variety of films mid tend to develop their safest projects internally. Our findings are consistent with internal capital market explanations. We find mixed evidence regarding resource pooling, i.e., sharing the cost of large projects. Finally. the evidence shows that projects developed internally perform similarly to projects developed through outside alliances. [ABSTRACT FROM AUTHOR]