Transcript Slide 1

G. S. Rakovski National Defense Academy
Defense Advanced Research Institute
INTERORGANIZATIONAL COLLABORATIVE
CAPACITY MEASUREMENT MODEL FOR
CRISIS MANAGEMENT OPERATIONS
Briefing, presented at the International Workshop
“Interagency Cooperation in Crisis Management and Disaster
Response. Tools and Practices for Training”
17-18 September 2013
Sofia, Bulgaria
CAPT (N) Prof. Yantsislav Yanakiev, D.Sc.
Col. Nikola Stoyanov
NATO/PfP UNCLASSIFIED
Theoretical Background
 Interorganizational Collaborative Capacity (ICC; Jansen et
al., 2008), U.S. Naval Postgraduate School
Definition: Capability of organizations (or a set of
organizations) to enter into, develop, and sustain interorganizational systems in pursuit of collective outcomes
Focused on individual and organizational factors team
members bring to the team that influence information
sharing and collaboration
ICC Examples
Individual-Level Factors
Organizational-Level Factors
Need to Collaborate
Resource Investment in Collaboration
Individual Collaborative Capacity
Structural Flexibility
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2
MODEL DESCRIPTION (1)
 Need to collaborate – A felt need for or motivational
energy and effort directed toward collaboration with other
coalition members.
 Strategic collaboration – Emphasizes establishing and
addressing goals for collaboration and considering the
interest of other partners in planning. Focus is placed on
the role of leadership in addressing interorganizational
goals and conferring with leaders of other organizations.
 Resource investment in collaboration – Investing,
committing, or assigning budget, resources, and
personnel to coalition collaboration;
NATO/PfP UNCLASSIFIED
MODEL DESCRIPTION (2)
 Structural flexibility – The degree to which respondents
perceive that their organization is flexible and responsive,
quickly forming and modifying policies, processes,
procedures, and partnerships.
 Reward systems – Individuals’ perceptions of the
consequences of their behavior in terms of their own
personal payoffs. The items assess the degree to which
collaborative work, activities, and talents result in
rewards, career advancement, and promotion.
 Metrics for collaboration – The degree to which an
organization has identified or established measurement
criteria and performance standards to assess
collaboration efforts.
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MODEL DESCRIPTION (3)
 Information sharing norms – Lateral mechanisms and
lateral processes within the organization that provide
norms for information sharing. Higher scores reflect
organizations with stronger norms for greater information
sharing.
 Collaborative learning – The degree to which the
organization commits resources to training, works with
coalition partners to identify lessons learned, and
develops strong norms for learning from other partners.
 Social capital – The degree to which organizational
members take the initiative to build relationships and
know who to contact within other partner organizations.
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MODEL DESCRIPTION (4)
 Individual collaborative capacity – Skills, capabilities,
expertise, understanding, and knowledge of other
partners’ work; willingness to engage in shared decisionmaking and collaboration.
 Barriers to collaboration – Aspects of history, individual
collaborative capacity, role conflict, policies, and unique
requirements that create barriers to effective
collaboration. A high score on this scale indicates more
barriers to collaboration.
 Support to Collaboration Team – Assesses the degree of
support and authority given to cooperative teams by the
higher organization.
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SCALES AND RELIABILITIES,
(Yanakiev, Hunter, Sutton, 2011)
α
Scale (# items)
U.S.
BGR
Need to Collaborate (3)
Strategic
Collaboration (5)
.89
.71
.92
.83
Resource Investment in Collaboration (3)
.87
.76
Structural Flexibility (4)
Reward Systems (4)
Metrics for
Collaboration (2)
Information Sharing
Norms (3)
Collaborative Learning (3)
Social Capital (2)
.82
.89
.77
.81
.79
.87
.88
.56
.84
.67
.81
.66
Individual Collaborative Capacity (7)
.92
.87
Barriers to Collaboration (5)
Support to Collaboration Team (2)
.78
.70
.69
.74
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RESULTS
 Questionnaire adaptation shows high reliability of
measurement (Cronbach’ Alfa: 0,691-0,870)
 Research’s results would be useful for improving military
E&T regarding interaction with non-military organizations
to shape of: (1) positive adjustment to information shearing
between partners as a factor for organizational
effectiveness’ increasing; (2) positive adjustment for
collaboration and better understanding interdependence
between partners.
 The mеmethod can be applied for collaborative
organizations readiness assessment before operation, for
basic problem domain identification and E&T focus for
underpin the identified weaknesses.
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Literature
 Jansen, E., Hocevar, S.P., Rendon, R.G., & Thomas, G.F. (2008). Interorganizational
collaborative capacity: Development of a database to refine instrumentation and explore
patterns. Monterey, CA: Naval Postgraduate School, Acquisition Research Program.
 Galbraith, J.R. (2002). Designing organizations: An executive briefing on strategy,
structure, and process. San Francisco: Jossey-Bass, IncMarks, M.A., Mathieu J., &
Zaccaro S. J. (2001). A temporally based framework and taxonomy of team processes.
Academy of Management Review, 26, 356-376.
 Hunter, A.E. (2010, January). Omni Fusion 2009 Survey Data and Observations.
Presented to the Battle Command Science and Technology Operational Working Group,
Aberdeen, MD.
 Yanakiev, Y. Arwen E. Hunter, and Janet L. Sutton (2011). “Understanding Factors that
Influence Coalition Teamwork”. Proceedings of the Symposium of NATO Research and
Technology Organization SAS-081/RSY on “Analytical Support to Defence
Transformation”, Sofia, 26-28 April 2010, Proceedings available online from:
http://ftp.rta.nato.int/public//PubFullText/RTO/MP/RTO-MP-SAS-081///MP-SAS-08134.doc
 Y. Yanakiev, & J.S. Horton (Eds.), Improving Organisational Effectiveness of Coalition
Operations. RTO-TR-HFM-163 AC/323(HFM-163)TP/476. Neuilly-Sur-Seine, France:
NATO STO, 2012.
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DEFENSE ADVANCED RESEARCH INSTITUTE
Thank you for your attention!
For contacts:
CAPT (N) Prof. Yantsislav Yanakiev, D.Sc.
E-mail: [email protected]
[email protected]
Tel. 359 (2) 92 26538
Fax: 359 (2) 9441657