The terms “collaboration,” “coordination” and “cooperation,” write Xavier Castañer and Nuno Oliveira in a recent paper published by the Journal of Management, underpin both the organizations they describe and the study of those organizations, and yet the terms themselves are inconsistently defined and therefore their use can be imprecise or even downright confusing.

As part of their impact agenda, universities increasingly promote and train academics to carry out research collaborations across disciplines and with non-academic partners. While this can be impactful, Helen B. Woods argues that attempts to direct research in this way can produce inauthentic collaboration, and suggests an ideas-led approach.

Anna-Sigrid Keck and colleagues designed a structured doctoral program focused on transdisciplinary research and compared students’ publication patterns to students in traditional programmes. While rates of productivity were broadly similar, citation rates were found to be higher for transdisciplinary students, as were indicators of collaboration such as co-authorship.

The appeal of collaborating with a government agency, or an organization funded by one, seems obvious. In practice, however, it’s not always easy to make collaborative research work well. Susan Dodsworth and Nic Cheeseman outline some simple lessons for those looking to collaborate while avoiding the common pitfalls.

Co-Pierre Georg and Michael E. Rose report on their recent study confirming that seeking out feedback and constructive criticism improves academic research and increases its impact, especially when that feedback is offered by well-connected colleagues.

[We’re pleased to welcome Gang Li of Deakin University. Gang recently published an article in Journal of Hospitality & Tourism […]

A new issue of Small Group Research is now available online! Daniel Lafond, Defence R&D Canada–Valcartier, Marie-Eve Jobidon, Defence R&D […]

Abel Duarte Alonso, University of Western Sydney; Edith Cowan University, and Yi Liu, Curtin University, published “Visitor Centers, Collaboration, and […]

The Journal of Management Inquiry has developed a new section called “Six Degrees,” in which important authors and professors of […]

“Evidence of Structure-Specific Teamwork Requirements and Implications for Team Design“, by Daniel Lafond and Marie-Eve Jobidon, both of Defence R&D Canada-Valcartier, Québec, […]