Partnering for Organizational Performance: Collaboration and Culture in the Global Workplace
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Partnering for Organizational Performance explores the concepts and practices associated with the new, global reach of professional collaboration. Applied anthropologists Briody and Trotter bring together an array of key practitioners and academics whose work demystifies the dynamics and life-cycles of partnerships. The contributors offer in-depth analyses of cases that involve a variety of partners from the private, public, and non-profit sectors.
Preface Patricia Sachs ixAcknowledgments xiiiPartnership Frameworks and ModelsFraming the Partnership Experience Elizabeth K. Briody Robert T. Trotter, II 3The Cultural Processes of Partnerships Robert T. Trotter, II Gulcin H. Sengir Elizabeth K. Briody 15Developing Partnering RelationshipsA "Dreamcatcher" Design for Partnerships Christina Wasson 57Cultural Training Partnerships: Who Has the Power? Mary Beauregard 75Coordinated Autonomy? Culture in Emergency Response Partnering Tara A. Eaton Dale C. Brandenburg 91Practical Strategies for Partnership: An Inside-Out View Cristy S. Johnsrud Linda L. Lampl Susan Squires 107Sustaining Partnering RelationshipsAn Educational Partnership for Immediate Impact Julia C. Gluesing Kenneth R. Riopelle Kenneth R. Chelst Alan R. Woodliff Linda M. Miller 125Effectiveness through Partnerships: Navigating the Shifting Landscape of Partnerships to Influence Product Development Tracey Lovejoy Nelle Steele 143The Challenge of Partnerships in Complex Cultural Environments Christine Z. Miller Jorg Siebert Julia C. Gluesing Amy Goldmacher 159The Making of a Modern Kingdom: Transnational Partnerships in Saudi Arabia Ann T. Jordan 177Lessons LearnedLearning from the Partnership Experience Elizabeth K. Briody Tracy L. Meerwarth Robert T. Trotter, II 195References 221Index 235About the Authors 243
