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PARTNERSHIP PERFORMANCE
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Synergy and collaborative inertia
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High partnership functioning and trust level
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Synergistic working
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Greater task achievement
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Low partnership functioning and trust level
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Collaborative inertia
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Lesser task achievement
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High faith
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Synergistic working
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Greater performance
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Greater, appropriate strategies of interpersonal communication
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Synergistic working
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Greater performance
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Greater confidence (in mandated or integrative collaboration)
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Synergistic working
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Greater performance
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Perception of progress and performance
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Intra-organisational conflict
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Lessened perception of progress
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Reduced faith
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Unambitious aims
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Lessened perception of progress
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Reduced faith
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Absent actors
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Lessened perception of progress
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Reduced faith
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Greater organisational flexibility
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Enhanced perception of progress
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Enhanced faith
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Workforce instability
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Lessened perception of progress
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Reduced faith
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Conducting ongoing evaluation
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Enhanced perception of progress
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Increased faith
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Clarity of roles
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Enhanced perception of progress
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Enhanced faith
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PARTNERSHIP FUNCTIONING
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Conflict
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Appropriate accountability arrangements
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Reduced conflict
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Enhanced trust
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Slow pace of development
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Conflict
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Reduced trust
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Higher cultural compatibility
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Reduced conflict
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Enhanced trust
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Shared vision
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Reduced conflict
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Enhanced trust
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Improper cessation of collaboration
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Increased conflict
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Reduced trust
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Task failure
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Increased conflict
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Reduced trust
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Trust
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Destructive conflict resolution strategy
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Reduced trust
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Reduced faith in partnership, reduced perception of progress
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Constructive conflict resolution strategy
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Improved trust
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Improved faith in partnership improved perception pf progress
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Existing successful collaborations
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Better initial trust
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Greater ambition in objectives
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Legal agreements
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Greater initial trust
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Greater risk threshold, greater ambition
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Reduced trust
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Reduced risk threshold and aim ambition
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Reduced perception of progress
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Overambition
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Lack of achievement
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Reduced trust
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Underambition
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Lack of achievement
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Reduced trust/faith
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Significant conflict
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Critical trust threshold reached
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Partnership dissolution
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Confidence
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Greater formalisation (in context of mandated or integrative collaboration)
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Greater confidence
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Increased synergy
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Power
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Larger organisational size
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Domination by single partner
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Reduced trust
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Unequal resource distribution
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Domination by single partner
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Reduced trust
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Mandated collaboration
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Power imbalance
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Reduced initial trust
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Faith
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Involvement of stakeholders
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Increased authenticity of partnership
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Increased faith
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Inauthentic partnership
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Reduced faith in partnership
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Reduced perception of progress
|
|
Reduced faith
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Critical threshold of faith reached
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Partnership dissolution
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Interpersonal communication/coordination
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Conflicting cultures
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Increased interpersonal communication
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Conflict
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Greater geographical proximity of partners
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Increased interpersonal communication
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Fostering trust
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Leadership
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Collaborative leadership style
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Improved trust
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Better perception of progress
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Mandated collaboration characterised by low initial trust
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Combative leadership, pushing out of dissenting partners
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Shared vision
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Voluntary partnership
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Combative leadership approach
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Dominating power hierarchy
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Cultural integration
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Inclusive leadership style
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Easier cultural integration
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Greater trust
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Perception of task complexity
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Interoperable systems
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Reduction in perception of task complexity
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Enhanced interpersonal communication
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Larger organisational size
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Greater perception of task complexity
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Greater requirement for initial trust due to greater perceived risk
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|
Larger organisational size
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Greater perception of task complexity
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Slowed communication
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Simpler aims of collaboration
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Reduced perception of task complexity
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Lesser trust requirement
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Favourable regulatory environment
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Reduced perception of task complexity
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Enhanced perception of progress
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