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Collaboration and Conflict in Three Workplace Teams´ Projects

Collaboration and Conflict in Three Workplace Teams´ Projects

Tom Cockburn, Peter A. C. Smith, Gordon A. Cockburn
Copyright: © 2019 |Pages: 34
ISBN13: 9781522585169|ISBN10: 1522585168|EISBN13: 9781522585176
DOI: 10.4018/978-1-5225-8516-9.ch004
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MLA

Cockburn, Tom, et al. "Collaboration and Conflict in Three Workplace Teams´ Projects." Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations, edited by Anthony Normore, et al., IGI Global, 2019, pp. 52-85. https://doi.org/10.4018/978-1-5225-8516-9.ch004

APA

Cockburn, T., Smith, P. A., & Cockburn, G. A. (2019). Collaboration and Conflict in Three Workplace Teams´ Projects. In A. Normore, M. Javidi, & L. Long (Eds.), Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations (pp. 52-85). IGI Global. https://doi.org/10.4018/978-1-5225-8516-9.ch004

Chicago

Cockburn, Tom, Peter A. C. Smith, and Gordon A. Cockburn. "Collaboration and Conflict in Three Workplace Teams´ Projects." In Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations, edited by Anthony Normore, Mitch Javidi, and Larry Long, 52-85. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-8516-9.ch004

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Abstract

This chapter extends the previous research published in 2016 which looked into the embedding contexts of networks of small firms, in the EU principally, and how collaboration between small to medium enterprises (SMEs) was supported inside national and regional clustering structures and incubators initiated in collaboration with university researchers and governments agencies. The current chapter drills down further to explore the processes at the level of individual firms to see how group and individual conflict and collaboration was generated or sustained within teams in three different case organizations. In other words, the chapter looks at micro level details of conflict and collaboration as well as the observed socioemotional dynamics. The three organizations were involved with executive education programs and the authors were able to access reflective diaries for 2004 to 2012 enabling the authors to triangulate notes taken with interview data and observations used for this chapter.

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