"The very nature of work has changed in our increasingly turbulent economy. We are now expected to work effectively with people we never see. We are expected to coordinate with people in other functions, other companies, other countries. How do we do these things? How do we span enormous distances and transcend traditional boundaries? How do we work in a world that discourages effective collaboration? Drawing from successful cases in highly visible companies, the authors answer these questions. They give us practical guidelines for resolving one of the most difficult issues of our time. This book is a must–read for anyone who seeks to flourish in the modern world of global business."
Robert E. Quinn, professor of business administration, University of Michigan Business School
"When it comes to organizational effectiveness, no issue is more central or challenging than collaborating across geographic, cultural, and organizational boundaries. This is the first book to make a comprehensive analysis of how to make these complex collaborations work.
It offers interesting cases, insightful analysis, and a helpful framework for managers responsible for developing successful collaborations in an increasingly complex and shrinking world."
Edward E. Lawler III, director, Center for Effective Organizations, University of Southern California; and professor of business, University of Southern California, Marshall School of Business
"A clear and insightful analysis of how functions and businesses can become more productive by improving collaboration. This well–constructed, easy–to–read book offers practical, usable conclusions. It is an essential handbook for any senior executive."
Brian Cunningham, former marketing director, IBM Personal Systems, Europe
"Today’s highly competitive business environment demands successful global collaborations, yet many companies are frustrated trying to create them. This book provides the much–needed road map for success."
Patrick S. Feely, president and CEO, Radica Games, Ltd.
CHAPTER 2: Across Organizations – The John Deere Construction and Forestry Technology Program.
CHAPTER 3: Across Time, Distance, and Culture – The Radica Games Group, Inc. Case.
CHAPTER 4: What the Radica Project Tells Us About Collaboration Across Time, Distance, and Culture.
CHAPTER 5: Across the Supply Chain – The Solectron Case.
CHAPTER 6: What the Solectron Initiatives Tell Us About Collaboration Across the Supply Chain.
CHAPTER 7: The Action Framework Part I – From Setting the Stage to Getting Started.
CHAPTER 8: The Action Framework Part II – Conducting the Project From Beginning to End.