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Intra‐organisational collaboration in one UK university: potential for change or missed opportunity

Intra‐organisational collaboration in one UK university: potential for change or missed opportunity Purpose – The paper aims to examine the promotion of intra‐organisational collaboration within a university setting. Design/methodology/approach – An ethnographic approach influenced by a phenomenographic framework of analysis was used. Findings – Content analysis of qualitative data resulted in 11 overlapping themes being identified in respect of collaboration. Final analysis led to the identification of four hierarchically inclusive degrees of collaboration. Research limitations/implications – The research, whilst based within one UK university, raises important conceptual as well as practical questions. Practical implications – The implications of this paper have relevance for the ways in which universities and other agencies promote intra‐ as well as inter‐departmental (or agency) working. Originality/value – By using the framework developed it is possible to see parallels across different professional and agency settings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Intra‐organisational collaboration in one UK university: potential for change or missed opportunity

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513551211244115
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper aims to examine the promotion of intra‐organisational collaboration within a university setting. Design/methodology/approach – An ethnographic approach influenced by a phenomenographic framework of analysis was used. Findings – Content analysis of qualitative data resulted in 11 overlapping themes being identified in respect of collaboration. Final analysis led to the identification of four hierarchically inclusive degrees of collaboration. Research limitations/implications – The research, whilst based within one UK university, raises important conceptual as well as practical questions. Practical implications – The implications of this paper have relevance for the ways in which universities and other agencies promote intra‐ as well as inter‐departmental (or agency) working. Originality/value – By using the framework developed it is possible to see parallels across different professional and agency settings.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: May 25, 2012

Keywords: Collaboration; Intra‐organizational; Reciprocal leadership; Hierarchy; Boundaried; Leadership; Universities; Hierarchical organizations

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