Authors: Cynthia Hardy, Thomas B. Lawrence, Nelson Phillips
Addresses: Faculty of Economics and Commerce, Department of Management, University of Melbourne, Parkville, Victoria 3052, Australia. ' Faculty of Business Administration, Simon Fraser University, 515 West Hasting St., Vancouver, British Columbia V6B 5K3, Canada. ' Tanaka Business School, Imperial College London, South Kensington Campus, London SW7 2AZ, UK
Abstract: Multi-sector collaboration is an important means of achieving strategic, cross-sectoral change. However, it also presents significant managerial challenges. In this paper, we examine these challenges in the case of a multi-sector collaboration formed to address treatment issues in the Canadian HIV/AIDS domain. Based on this case, we develop a framework for understanding multi-sector collaboration as a series of conversations in which participants must successfully juggle their dual roles of collaborative partner and organisational representatives.
Keywords: cross-sectoral change; multi-sector collaboration; conversations; strategic change management; Canada; HIV/AIDS treatment; healthcare; collaborative partners; organisational representatives.
International Journal of Strategic Change Management, 2006 Vol.1 No.1/2, pp.96 - 112
Available online: 16 Oct 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article