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__Abstract__ As a result of declining government support, performing arts organisations (PAOs) face increased challenges and difficulties in the sector. They attempt to develop new ways of generating income and seek new models of organising the production and presentation of performing arts. Hereby, we can think of collaboration and integration as horizontal and vertical within the production chain of performing arts. There are various reasons for cultural organisations to decide upon collaboration, such as increasing organisational capacity, engaging new audience and building organisational networks (Ostrower, 2005). Other reasons for deciding upon collaboration are economies of scale and stronger profiling of the performing arts organisation. Collaboration intensifies knowledge, thus the performing arts market becomes more dynamic and there is more room for experimentation. The issue or threat, however, is that not all collaboration processes are successful. According to Kottler and Scheff (1996), the organisation needs to meet several conditions in order to build an efficient collaboration: one has to set a goal-building consensus, build trust, communicate, design leadership and involvement structures, and commit adequate resources. These are the fundamental conditions but during the process of collaboration there are other issues that need to be considered. A frequent threat is that parties often have different motives to collaborate. For example, for commercial organisations the motive could be generating more profit whereas for non-profit art organisations, especially in these times, collaboration means survival. A related issue is whether collaboration aimed at surviving is a good motive for collaboration formation. Moreover, fear may exist of losing an organisation's identity or artistic autonomy, employees may become anxious, the coordination costs might increase and parties may need additional resources and time to establish such a project. Backer (2003) summarises this dilemma in the following question: 'How can parties control the collaboration in an efficient way while at the same time meeting their main objectives and guarding their own artistic identity?'

Corporate Social Responsibility (CSR) is a widely debated concept among academics, practitioners and non-practitioners. By definition, CSR concerns the economic, legal, political, environmental and social responsibilities of a business to its stakeholders and society at large. The conventional view of the role of business in society is to act as a market place and make a profit, in a space where demand meets supply. However, extending the role of CSR to include ethical responsibilities often raises questions of why and how? In this thesis, a qualitative research design was used to examine how businesses, more specifically Swedish food retailers, approach their extended responsibilities in society. The analysis focused in particular on collaborations between retail food businesses and other actors. Food retailers hold a key position in forming a link between producers and consumers in the value chain. They are socially and economically tied to a number of problems facing consumers on local level and in the wider global community, such as climate change, food security and public health. Such problems are often complex and based on value conflicts among various stakeholders, and therefore cannot be resolved in isolation. In conditions of social connectedness, responsibility lies with all actors, with businesses considered to have a privileged position in terms of their negotiating power and ability for collective action. The food retail sector is therefore an interesting empirical setting for studying CSR. In four empirical studies, different CSR activities in Swedish food retailers' approaches to taking responsibility for social, environmental or political issues linked directly or indirectly linked to their operations were scrutinised. These activities included different forms of stakeholder engagement, such as partnership, dialogue or multi-stakeholder initiatives. The results indicated that through CSR, food retailers in collaboration with other actors can co-create value and proactively engage in driving (social) change. Responsibility can thus be viewed as the shared objective of collaborations between businesses, organisations and society at large, rather than being attributable to a single actor.

Foundations are prime constructors of hegemony, by promoting consent and discouraging dissent against capitalist democracy. There is considerable collaboration among foundations and their networks of nonprofits; between philanthropic foundations and profitmaking corporations; and between the foundation world and government entities, local, state, national and international. We do not have to posit any secret conspiracies (although they may well exist). The proponents of "civil society" celebrate the erosion of boundaries, especially those between the public and private sectors, while "networks" consisting of funders and grassroots organizations enable the powerful to appear as just another participant. These developments, as Zbigniew Brzezinski has observed, "obscure asymmetries in power and influence." Democratic institutions are quietly being supplanted by a "new feudalism."

We know, or we think we know, what happened in 1945, and therefore President Reagan travels to Europe this month. There was triumph, we remind ourselves on the fortieth anniversary of the Allied victory, but there was also the revelation of Dachau. We also found Hitler, and now we live with Hitler, remembering other names that have become entangled with his: Auschwitz, Buchenwald, Mylai. the Gulag…. Small wonder, then, that the terms of warfare preoccupying us today are terms of complicity and noncomplicity, terms such as "collaboration" and "resistance." (Reagan himself thinks nothing of comparing the Contras of Nicaragua to the heroes of the Maquis.) Preoccupied by such terms, we are bound to think of France, of Occupied France and the Vichy.

Innovation has become one of the primary core competencies of effective organizations. It leads to changes in products, services, organizational design, processes, strategies, and the systems that support them. It occurs when someone has an idea, shares it with others, and all find ways to turn the idea into action. The sharing is a critical step. Creative ideas blossom in a collaborative environment. Implementation depends on collaboration. The chapters in this volume explore a variety of methods and settings that show how collaboration can be utilized to enable and enhance innovation. The innovation may be incremental or breakthrough and evident at any level of organization: team, community of practice, project or program, company, joint venture, alliance, partnership, or supply chain. In this volume, we refer to high quality interaction in the social network as collaboration. We believe creating the context for effective collaboration is a core competency of the organization. Working together well involves deepening trust among members and sharing ideas, perspectives, energy, and knowledge to address organizational challenges and opportunities. As innovation becomes the key to competitive advantage at company, supply chain, and regional levels, a shift from silos to collaboration becomes essential collaborating across boundaries becomes critical. World class levels of performance are impossible without mastery of collaborative methods, processes, and designs. Few companies have mastered the discipline of collaboration well enough to achieve the highest levels of performance. Inter-agency collaboration in government is equally challenging. The chapters in this volume explore collaborative approaches to innovation and the mechanisms and tools that contribute to the quality of collaborative effort. It discusses the importance of collaborative environments to improve innovation; and addresses how to create a collaborative environment within an organization

This personal reflective essay summarizes and explains why the frequency with which I have coauthored research has varied over my career and discusses the reasons that my coauthored publications and collaborations have arisen. The reasons include research that arises from casual conversations with colleagues, the sharing of data both as a donor and as a recipient, invitations to participate in large-scale projects, the division of labor and working with people with complementary skills and personalities, educating graduate and undergraduate students and the desire to give the former a leg up in the job market and to encourage the latter to pursue doctoral study, discussions with my wife about issues she faced as a teacher and administrator in public K12 education, and efforts to magnify my impact on an area of study by convening conferences, commissioning papers, and seeing conference volumes through to publication.

This exhibition introduces the Public Collaboration Lab (PCL), a one-year research project that explores the potential for, and value of, strategic collaboration between design education and local government to better engage council staff and the citizens they serve, in the development and application of design-led approaches to social challenges and to inform policy. It displays a selection of practice-based PCL collaborative design engagement tools that provide a site for argument, debate and exchange between participants in the process of creative engagement. Taking these tools as a starting point, the mini-workshop explores the various definitions of such tools (thing, boundary object, cultural probe, etc.), discussing their role in participatory design research.Full text at ACM

This paper describes the exhibition that introduces the Public Collaboration Lab (PCL), a one-year research project that explores the potential for, and value of, strategic collaboration between design education and local government to better engage council staff and the citizens they serve, in the development and application of design-led approaches to social challenges and to inform policy. It displays a selection of practice-based PCL collaborative design engagement tools that provide a site for argument, debate and exchange between participants in the process of creative engagement. Taking these tools as a starting point, the mini-workshop explores the various definitions of such tools (thing, boundary object, cultural probe, etc.), discussing their role in participatory design research.

"Collaboration Constructs and Institutions" published on by Oxford University Press.

This article describes the development, organization, and operation of the Campbell Collaboration, an international network of academics and practitioners who prepare, maintain, and make accessible authoritative systematic reviews of the effectiveness of interventions in the fields of social welfare, education, and criminal justice. The Campbell Collaboration is modeled after the successful Cochrane Collaboration, established in 1993 to produce reviews of the evidence relating to the effectiveness of services in the field of health care. The aim of such reviews is to provide practitioners with a summary of the best available empirical evidence on which to base practice decisions.

Although inter-organisational collaborative structures play a vital role in determining the level of collaboration among organisations, the identification of required organisational structural types and their features to facilitate fruitful collaboration is not satisfactorily discussed in existing studies. In addition, the connection between inter-organisational structural types and features, and their influence on collaboration, is not well understood. This systematised literature review study explores the available inter-organisational collaborative structural types, features, and their suitability to facilitate collaboration among organisations. Our findings underscore the importance of adopting a hybrid form of hierarchy and network arrangements to facilitate effective collaboration among organisations. Furthermore, this study developed a framework that presents how collaboration depends on inter-organisational structures and their features in facilitating vertical and horizontal integration. This framework can be used to identify the inter-organisational collaboration structures that are required to move towards a desired inter-organisational collaboration level.