Manifested Attitudes: Intricacies of Inter-Partner Learning in Collaboration

Chris Huxham, Paul Hibbert

    Research output: Contribution to journalArticlepeer-review

    24 Citations (Scopus)

    Abstract

    This article is concerned with attitudes to learning in inter-organizational collaboration. Basic attitudes to learning evident in extant research – selfish, sharing and sidelined – are compared with those observed through research-oriented action research. A conceptualization based on a characterization of the attitudes observed in the research situations is produced. It models attitudes to learning in collaboration as bundles of varied stances relating to taking and giving knowledge from or to a partner, or excluding learning from the agenda altogether. The observations suggest that actual attitudes – which are evident at individual, community or organizational level – are much more varied than the basic attitudes and that they often include elements of all three - sidelined, selfish and sharing - motivations. The model acknowledges differences in perceptions of attitudes, differences of attitudes within partner organizations as well as between them, and differences in partners’ attitudes to each other over time.
    Original languageEnglish
    Pages (from-to)502-529
    JournalJournal of Management Studies
    Volume45
    Issue number3
    Early online date13 Dec 2007
    DOIs
    Publication statusPublished - May 2008

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