Factors and mechanisms that influence intraorganisational collaboration and competition
| dc.contributor.advisor | Pilbeam, Colin | |
| dc.contributor.author | Chambers, Morgan | |
| dc.date.accessioned | 2012-02-16T16:15:21Z | |
| dc.date.available | 2012-02-16T16:15:21Z | |
| dc.date.issued | 2011-08 | |
| dc.description.abstract | Recently, some authors point to value creation from the structure and behaviours associated with competition and collaboration inside the organisation (Helfat and Eisenhardt, 2004; Birkinshaw and Lingblad, 2005). While both competition and collaboration have been studied extensively between organisations, less attention has been focused on them and their interaction between units inside the organisation, particularly within complex and heterogeneous multinational corporations. The question is how to achieve the coordination and collaboration that is necessary for a multinational organisation to reap the benefits that international expansion has to offer and yet balance the propensity for competition that exists as business units struggle for scarce resources or new opportunities. In order to answer this question, the aim of this review is to first of all know what the factors and mechanisms are that influence competition and collaboration between organisational units within multinational organisations. Methodology: This study has been conducted using a systematic review methodology with the aim of producing a search of extant literature which can be trusted by others as being thorough, transparent, replicable and clear. Both quantitative and qualitative techniques have been used to achieve this. Findings: This review finds that the there is minimal extant literature that addresses competition and collaboration between business units within the multinational corporation and that it also fails to provide a comprehensive understanding of the factors and mechanisms that influence the co-existence of intraorganisational competition and collaboration. They are typically viewed as mutually exclusive or at opposite ends of a continuum. While there has been some recent research attention given to intraorganisational collaboration and competition, each in their own right, there has not been an extensive review of the factors and mechanisms when looking at their coexistence within the multinational corporate environment. By bringing the two literatures into view and investigating the paradoxical nature of the influences on andthe interactions between competition and collaboration, insights into an optimal mix based on the corporations strategy and value creation logic can be gained for both academics and business unit leaders. | en_UK |
| dc.identifier.uri | http://dspace.lib.cranfield.ac.uk/handle/1826/6994 | |
| dc.language.iso | en | en_UK |
| dc.publisher | Cranfield University | en_UK |
| dc.rights | © Cranfield University 2011. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright owner. | en_UK |
| dc.subject | Multinational | en_UK |
| dc.subject | inter-unit | en_UK |
| dc.subject | collaboration | en_UK |
| dc.subject | competition | en_UK |
| dc.subject | intra-organisation | en_UK |
| dc.title | Factors and mechanisms that influence intraorganisational collaboration and competition | en_UK |
| dc.type | Thesis or dissertation | en_UK |
| dc.type.qualificationlevel | Masters | en_UK |
| dc.type.qualificationname | MSc by Research | en_UK |