Theorizing collaboration practice

TLDR

The article reviews a practice‑oriented theory of collaborative advantage, contrasting synergy potential with collaborative inertia and outlining themes of pain and reward that practitioners experience in joint work. It aims to empower practitioners by legitimizing frustration and offering conceptual tools to address practical collaboration challenges. The authors illustrate the theory through five example themes—common aims, power, trust, membership structures, and leadership—that structure collaborative practice. The theory is argued to capture the complexity of collaborative situations and present it in a realistic manner that resonates with those involved.

Abstract

This article provides an overview of the theory of collaborative advantage. This is a practice-oriented theory concerned with enhancing practical understanding of the management isssues involved in joint working across organizations. Two contrasting concepts are central to it: collaborative advantage which is concerned with the potential for synergy from working collaboratively; and, collaborative inertia which relates to the often disappointing output in reality. The theory is structured as a set of overlapping themes, which are predominantly issues that practitioners see as causing pain and reward in collaborative situations. Five example themes are discussed: common aims; power; trust; membership structures; and, leadership. It is argued that the theory captures the complexity that underlies collaborative situations and conveys it in a way that seems real to those involved. It aims to empower those involved through legitimising experienced frustration and providing conceptual handles to help address the practical issues involved.