Breaking into Collaboration

Communicative Strategies for Gaining Entry When You Are Not Invited

Bibliographic Data

ID22692945
AuthorsDajung Woo (0000-0001-6731-9436, School of Communication Studies, The University of Tennessee, Knoxville, TN, USA, corresponding author), Paul M Leonardi (0000-0003-0929-8731, University of California System)
Year2018
Volume68
Issue6
Pages1127-1154
Publication date2018-12-01
Open AccessYes
TypeARTICLE
VenueJournal of Communication (JOURNAL)
Journal identifiersISSN: 0021-9916 • E-ISSN: 1460-2466
PublisherOxford University Press (OUP) (PUBLISHER)
DOI10.1093/joc/jqy052
OpenAlexW2895216743
LanguageEN
Citations received6
References cited27

Inter-organizational collaborations (IOCs) offer opportunities for organizations to share resources and address complex social problems. Although researchers have cast IOCs as a broadly-inclusive process in which organizations decide to join forces through mutual agreements, many IOCs are not equal partnerships, but are led by a single organization or a tight collection of organizations that have already been convened. This paper explores how new organizations that wish to join ongoing IOCs can navigate their entry when they are not seen as needed or important. Drawing on qualitative data collected through field research of regional planning, including interviews with conveners (urban planners who are the main organizers of IOCs and charged with vetting new potential members) and representatives of 12 different organizations that tried to break into ongoing IOCs, this paper proposes a process model inducted from the findings that describes the communicative practices that enabled and constrained organizations’ entries into ongoing IOCs.

Business · Join (topology) · Knowledge management · Political science · Process (computing) · Public relations · Vetting · Community Health and Development · Computer Science · Management and Organizational Studies · Public Policy and Administration Research

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