Partnering for Organizational Performance: Collaboration and Culture in the Global Workplace »

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     ix
Acknowledgments     xiii
Partnership Frameworks and Models
Framing the Partnership Experience   Elizabeth K. Briody   Robert T. Trotter, II     3
The Cultural Processes of Partnerships   Robert T. Trotter, II   Gulcin H. Sengir   Elizabeth K. Briody     15
Developing Partnering Relationships
A "Dreamcatcher" Design for Partnerships   Christina Wasson     57
Cultural Training Partnerships: Who Has the Power?   Mary Beauregard     75
Coordinated Autonomy? Culture in Emergency Response Partnering   Tara A. Eaton   Dale C. Brandenburg     91
Practical Strategies for Partnership: An Inside-Out View   Cristy S. Johnsrud   Linda L. Lampl   Susan Squires     107
Sustaining Partnering Relationships
An Educational Partnership for Immediate Impact   Julia C. Gluesing   Kenneth R. Riopelle   Kenneth R. Chelst   Alan R. Woodliff   Linda M. Miller     125
Effectiveness through Partnerships: Navigating the Shifting Landscape of Partnerships to Influence Product Development   Tracey Lovejoy   Nelle Steele     143
The Challenge of Partnerships in Complex Cultural Environments   Christine Z. Miller   Jorg Siebert   Julia C. Gluesing   Amy Goldmacher     159
The Making of a Modern Kingdom: Transnational Partnerships in Saudi Arabia   Ann T. Jordan     177
Lessons Learned
Learning from the Partnership Experience   Elizabeth K. Briody   Tracy L. Meerwarth   Robert T. Trotter, II     195
References     221
Index     235
About the Authors     243