From surface to percolation: Translating collaboration principles in interorganizational collaborations

Jim Høeg Lozinski*, Hanne Kragh, Chris Ellegaard

*Corresponding author for this work

Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

Abstract

Due to their complexity, interorganizational relationships are often managed through higher-order ideas and principles rather than detailed rules. These ideas are transformed into workable practices at the project level by middle managers through a process often understood as a translation process. Based on a longitudinal embedded case study of multiple project groups operating under the same principles for collaboration, we study how broad management ideas at the policy level are translated into shared local interpretations creating specific collaborative practices. First, we show how over time different factors, such as the interests of individual actors and performance problems, intervene in the translation process in various ways causing stable structures to de- and re-stabilize. Second, we show how individual translation processes interact and how managers leverage this relatedness to form the translation of specific principles.
Original languageEnglish
Publication dateDec 2022
Publication statusPublished - Dec 2022

Keywords

  • Translation
  • Norms
  • Interorganizational relations

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