By Patrick Kenis, Martyna Janowicz-panjaitan, Bart Cambre
This significant and well timed e-book offers a scientific remedy of transitority businesses - an more and more widely used organizational shape within which firms interact on a joint activity - for instance, a film creation, a rescue operation, improvement of a brand new product - for an ex ante constrained time period. Demonstrating that transitority firms are more and more universal, the e-book presents insights on how they range from the classical association and contributes to our figuring out of what makes transitority businesses powerful. Contributions by way of reputed association students specialise in the impression that this constrained length has at the means that transitority companies constitution their actions, arrange paintings, use assets and accomplish results. in addition, the tenability of varied organizational techniques and theories for transitority contexts is tested and a few specified phenomena inherent to temporariness are explored. Researchers drawn to organizational layout and venture administration students will warmly welcome this publication, as will graduate scholars in association experiences, administration reports, public coverage stories, rest experiences, public management and scholars of undertaking administration.
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Additional resources for Temporary Organizations: Prevalence, Logic and Effectiveness
The findings lead to the conclusion that both larger and smaller IOTCs (based on numbers of parent organizations or partners) conducted the same tasks. For all size classes, it is clear that producing a specific product or service was the most important task of the temporary collaboration. IOTCs with five to nine participants deviated a bit from this general pattern because a larger share of them improved or innovated production processes. 4 Notes: 1 = Produce a specific product or service 2 = Improve or innovate a production process 3 = Penetrate a new market 4 = Organize events 5 = Share knowledge or development 6 = Other IOTC parent organizations were asked to indicate whether the task of the temporary collaboration was project-specific or recurrent.
22. 7 Notes: 1 = Produce a specific product or service 2 = Improve or innovate a production process 3 = Penetrate a new market 4 = Organize events 5 = Share knowledge or development 6 = Other while improving or innovating a production process was an important task for 12 per cent of the IOTCs. 1). 23, most sectors of IOTC members indicated that producing specific products or services was the most important task of the IOTC. This was true especially for firms in the construction, business services and transport and communication industries, where responses exceeded 50 per cent.
Prior to this survey a pre-test version of the questionnaire1 was submitted to a limited number of Dutch SMEs. Based on these responses, the final questionnaire was improved by simplifying questions and adding brief explanations. The telephone survey was adjusted accordingly. Stratification Plan The two main research questions result in two different requirements regarding the stratification plan. To gain insight into the prevalence of interorganizational temporary collaboration (IOTC) among Dutch SMEs, our sample of 1500 included firms from all relevant sectors and size classes.