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Facilitating Collaboration: Issues in Multi-organizational Group Decision Support in Voluntary, Informal Collaborative Settings
10 references·5 citing·38 second hop
Facilitating Collaboration: Issues in Multi-organizational Group Decision Support in Voluntary, Informal Collaborative Settings (1991)Facilitating Collaboration: Issues in Mul…Organizational Learning: A Theory of Action Perspective (1997)Organizational Learning: A Th…Tackling Strategic Problems: The Role of Group Decision Support (1991)Tackling Strategic Problems: …Problem management - a guide for producers and players (1990)Problem management - a guide …The emergence of intercommunity partnerships in the 1980s (1989)The emergence of intercommuni…Planning under pressure (1988)Planning under pressureNew directions in management science (1987)New directions in management …An integrated framework for group decision support systems design (1987)An integrated framework for g…A theory of requisite decision models (1984)A theory of requisite decisio…Challenging strategic planning assumptions (1981)Challenging strategic plannin…Unsuccessful Case Studies and Why (1960)Unsuccessful Case Studies and…Reconciling multiple realities in an international joint venture: a case for deliberately fostering communication hybridity at the interfirm interface (2019)Reconciling multiple realitie…Facilitated post-model coding in discrete event simulation (DES): A case study in healthcare (2017)Facilitated post-model coding…Problem structuring methods as intervention tools: Reflections from their use with multi-organisational teams☆ (2006)Problem structuring methods a…Assessing the impact of problem structuring methods in multi-organizational settings: an empirical investigation (2006)Assessing the impact of probl…GSS for Multi-Organizational Collaboration: Reflections on Process and Content (2005)GSS for Multi-Organizational …The Social Construction of Reality: A Treatise in the Sociology of Knowledge. (1967)Culture's Consequences: International Differences in Work-Related Values (1981)Case Study Research: Design and Methods (1984)Dynamics of Group Knowledge Production in Facilitated Modelling Workshops: An Exploratory Study (2014)The Structure of Scientific Revolutions (1963)Systems Thinking, Systems Practice (1981)Decisions with Multiple Objectives (1993)Cognitive mapping expert views for policy analysis in the public sector (2003)Facilitated modelling in operational research (2009)Multiple Criteria Decision Analysis for Health Care Decision Making—Emerging Good Practices: Report 2 of the ISPOR MCDA Emerging Good Practices Task Force (2016)Developmental Processes of Cooperative Interorganizational Relationships (1994)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)Exploring new directions for research in problem structuring methods: on the role of cognitive style (2006)Sustainability as a ‘super-wicked’ problem; opportunities and limits for engineering methodology (2015)Group dynamics : the psychology of small group behavior (1971)Many hands make light the work: The causes and consequences of social loafing. (1979)Building effective decision support systems (1982)The effects of electronic meetings on group processes and outcomes: An assessment of the empirical research (1990)A Multicriteria Decision Model Application for Managing Group Decisions (1994)MCDA and preference disaggregation in group decision support systems (2001)Issues and Concerns About Computer- Supported Meetings: The Facilitator’s Perspective (1996)Facilitator Influence in Group Support Systems: Intended and Unintended Effects (1998)A classification of the philosophical assumptions of management science methods (2003)The Progress of Management-Science Activities in Large US Industrial Corporations (1973)The Relation between Formal Procedures for Pursuing OR/MS Activities and OR/MS Group Success (1973)An outlook on behavioural OR – Three tasks, three pitfalls, one definition (2015)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Psychological Safety and Learning Behavior in Work Teams (1999)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)A framework for thinking about Group Decision Support Systems (GDSS) (1992)Hexagons for systems thinking (1992)ELECTRE III as a support for participatory decision-making on the localisation of waste-treatment plants (2004)Systems thinking, systems practice, and practical philosophy: A program of research (1988)Beyond a System of Systems Methodologies (1990)The origins and nature of critical systems thinking (1991)The Argumentative Turn in Policy Analysis and Planning (1993)DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. (1996)THE DYNAMIC NATURE OF CONFLICT: A LONGITUDINAL STUDY OF INTRAGROUP CONFLICT AND GROUP PERFORMANCE. (2001)
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References

  • 1997Organizational Learning: A Theory of Action Perspective11,107 cited
  • 1981Challenging strategic planning assumptions1,079 cited
  • 1984A theory of requisite decision models468 cited
  • 1991Tackling Strategic Problems: The Role of Group Decision Support208 cited
  • 1987New directions in management science150 cited
  • 1988Planning under pressure122 cited
  • 1987An integrated framework for group decision support systems design82 cited
  • 1960Unsuccessful Case Studies and Why51 cited
  • 1990Problem management - a guide for producers and players26 cited
  • 1989The emergence of intercommunity partnerships in the 1980s10 cited

Cited by

  • 2005GSS for Multi-Organizational Collaboration: Reflections on Process and Content69 cited
  • 2006Assessing the impact of problem structuring methods in multi-organizational settings: an empirical investigation42 cited
  • 2006Problem structuring methods as intervention tools: Reflections from their use with multi-organisational teams☆40 cited
  • 2017Facilitated post-model coding in discrete event simulation (DES): A case study in healthcare40 cited
  • 2019Reconciling multiple realities in an international joint venture: a case for deliberately fostering communication hybridity at the interfirm interface

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8 cited