Organizational relationships

Disaster recovery is a social process that encompasses [a) planning for future events, (b) public policy development, and (c) social learning. This mandates the establishment of organizational relationships and intergovernmental linkages—and the processes for collaboration and coordination that enhance recovery efforts. 

Output of individuals with their organizational relationships (division manager, staff to division manager, department director, branch leader, section chief, group head, member of technical staff)... 

Schein, E.H. 2011. Helping - How to Offer, Give and. Receive Help - Understanding Effective Dynamics in One-to-One, Group, and Organizational Relationships. Berrett-Koehler Publishers, Inc. San Francisco, CA. 

Tight linkage of organizational relationships between companies, with aligned incentives among supply chain partners... 

The CSP is partnering with many organizations, but there is a need to continue to develop new organizational relationships and to create networks of chemical safety professionals. This section offers guidance on new organizations that the CSP could parmer with and new approaches that the CSP could use to better leverage its outreach. 

It was noted that some retailers have difficulties working together with other retailers, even seeing partners as a rival and not a partner. Many actors in the horizontcd network simply expect to receive benefits. On the other hand, other cases demonstrate the cissimilation of partners into the network and an adoption of the values and principles that permeate the horizontal network. In those situations, the retailers recognize the importance of understcuiding the purpose of the network and the importance of its active role in the construction of the inter-organizational relationships, as well as the need to mobilize in the direction of common projects cuid ideas. 

Such approaches ignore the fact that learning occurs at different levels of an organization, in different forms (adaptive and generative) and over time. In addition, such approaches ignore the role that inter-organizational relationships have on the transfer on tacit and explicit knowledge. 

The organizational relationship between industry and government in the gas program continued to evolve until the armistice. The future trajectory of the program is illustrated in the way the military developed a new gas in 1918. Liking neither the strategic weaknesses that attended the concentration of facilities at the Edgewood Arsenal, nor the... 

Walton, R. E. (1996). A theory of conflict in lateral organizational relationships. In J. R. Lawrence (Ed.), Operational Research and the Social Science. London Tavistock. 

We have posited that trust and power are positively related to the firm s predisposition to share information and know-how. As trust reduces the complexity and uncertainty associated with the powerful partner s actions, it makes the firm confident about the collaboration and inclined to be influeneed by the partner (Andaleeb, 1995 Dwyer et al., 1987). Hence, trust serves to facilitate the effects of power on the firm s predisposition to share information and know-how. The moderating role of trust is not new, but it has received scant attention fi om researchers in inter-organizational relationships. 

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