Collaborative networks and the need for a new management language

ABSTRACT

Language is a key element for the formation of social identity and cohesion and is important for setting the tone for the way that people behave with and to each other. The aim of this paper is to highlight the need for a distinct language that better describes and shapes the thinking and practice of collaborative networks and collaboration generally. We argue that development of a specialized language for collaborative networks is necessary to better reflect their distinctive characteristics and operating logic, including higher levels of cohesion, communication and collective action. Using two collaborative case examples we specifically focus on how this new language engenders changed, more collaborative practice and relates to the unique way management and leadership are practiced in collaborative networks.

KEYWORDS:

• Collaboration
• networks
• language
• collective identity

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Notes on contributors

Myrna Mandell

Myrna Mandell is Emeritus Professor California State University. Her extensive portfolio includes articles and chapters on the organization, management, leadership and performance of networks and collaborations. Myrna is the 2016 recipient of the Routledge Prize for Outstanding Contribution to Public Management Research.

Robyn Keast

Robyn Keast is Chair of the Collaborative Research Network: Policy and Planning for Regional Sustainability. Her research is primarily focused on networked arrangements and collaborative practice; with her current attention directed towards understanding the strategies and practices involved in establishing, investing in and sustaining collaborative research networks. With Mandell, she has also been exploring the micro-processes of network functioning as well as network performance measures and impacts.

Dan Chamberlain

Dan Chamberlain is a research fellow in Social Network Analysis in Disease Prevention with the Australian Prevention Partnership Centre. His research focuses on developing network theory through applied empirical research; with Keast he has worked on collaboration in inter-organizational networks, and the integration of services in several fields.