Interorganisation: Some Problems of Multi‐organisational Teams

Abstract

Cooperation between organisations, particularly in the public sector, is often attempted through setting up small joint committees, teams or planning groups, with members drawn from each of the cooperating organisations. The experience of such teams is not always happy. Dixon has pointed out that the result of a joint approach may be an increase in conflict rather than cooperation. Their members may regard such interorganisational teams as, usually, a frustrating waste of time, but occasionally as a vehicle for achieving some of the things they want to achieve.

Citation

Sims, D. (1986), "Interorganisation: Some Problems of Multi‐organisational Teams", Personnel Review, Vol. 15 No. 4, pp. 27-31. https://doi.org/10.1108/eb055546