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Suggests that while integration is a term that logistics discusses in an interorganizational context, integration within an interdepartmental integration is not as prevalent. Consequently, a common definition for “integration” is lacking. Literature has provided three characterizations: integration represents interaction or communication activities; integration consists of collaborative activities between departments; and integration is a composite of interdepartmental intraction and interdepartmental collaboration. Adopting the composite view, prescribes that managers and researchers consider integration to be a multidimensional process. Proposes a model is based on this perspective to suggest that different logistics situations will require varying degrees of integration via interaction and collaboration. Managerial implications are discussed for each situation.

The paper aims to discuss the relationship between interdepartmental stakeholders in higher education and the information identified as a result of collaborations. It proposes that collaborations can help clarify issues to then advocate for them.

The paper opted for a naturalistic case study design, gathering direct and participant observation of interdepartmental collaborations including 1 Student Share, 12 one-hour collaborative sessions and 1 Accessibility Conference.

The paper provides observed insight about student needs to have documents that are accessible for assistive technologies to recognize and read how change is brought about during internal brand building. It suggests that successful accessibility implementation in higher education calls for collaboration with stakeholders.

This paper shows how a collaboration between the library and Student Disability Services can work to understand document accessibility issues. It also reveals that students with disabilities are adept with current mobile trends and technology, and need to be, for productivity in college. It will be valuable to librarians, faculty, staff and other technology stakeholders that work with students with disabilities.

Intersectoral collaboration is often a prerequisite for effective interventions in public health. The purpose of this paper is to assess the facilitating and hindering conditions regarding intersectoral collaboration between health authorities, public health services (PHSs), public services stakeholders (PPSs) and the education sector in comprehensive school health promotion (CSHP) in the Netherlands.

CSHP collaborations in five Dutch regions were studied using a questionnaire based on the DIagnosis of Sustainable Collaboration (DISC) model, focusing on: change management; perceptions, intentions and actions of collaborating parties; project organization; and factors in the wider context. Univariate and multivariate analyses with bootstrapping were applied to 106 respondents (62 percent response).

A similar pattern of facilitating and hindering conditions emerged for the five regions, showing positive perceptions, but fewer positive intentions and actions. An overall favorable internal and external context for collaboration was found, but limited by bureaucratic procedures and prioritizing stakeholders’ own organizational goals. Change management was rarely applied. Some differences between sectors emerged, with greatest support for collaboration found among the coordinating organizations (PHSs) and least support among the financing organization (municipalities).

The generalization of the findings is limited to the initial formation stage of collaboration, and may be affected by selection bias, small sample size and possible impact of interdepartmental collaboration within organizations.

The authors recommend establishing stronger change management to facilitate translation of positive perceptions into intentions and actions, and coordination of divergent organizational structures and orientations among collaborating parties.

The results show that it is valuable for collaborating parties to conduct DISC analyses to improve intersectoral collaboration in CSHP.

The study seeks to explore the antecedents and implications of collaboration between sales and marketing and further to identify whether there are benefits in terms of business performance of improving collaboration between sales and marketing.

Three exploratory case studies and a review of the literature are used to examine the antecedents to collaboration between sales and marketing. The case studies allow this fuzzy and undefined area to be clarified and existing theories to be empirically tested.

The study identifies that there are three types of factor influencing collaboration between sales and marketing: integrators, facilitators, and management attitudes towards coordination. The exploratory case studies establish that senior management plays a pivotal role in creating and improving collaboration between sales and marketing, and that there is a positive correlation between collaboration between sales and marketing, and improved business performance.

The limitations of this study are that it is qualitative in nature and the conceptual framework needs be tested through a large‐scale survey. In addition, the study considers only large UK organisations and, therefore, future research should consider expanding the study to overseas organisations.

There appears to be an established relationship between the level of collaboration between sales and marketing and business performance. Further, the attitude of senior managers to improving coordination is critical to influencing collaboration between sales and marketing.

This study contends that sales and marketing need to collaborate rather than integrate and uses exploratory case studies to support the development of the framework.

Starts from the premisses that stress at work is a significant and costly problem, and that the challenge for companies is to manage work stress in order to reduce health‐care costs and improve productivity. Suggests that this challenge can be met by greater collaboration among company departments, bringing expertise from different areas to bear on the problem. Describes the conceptual basis for such collaboration and presents a case study of an ongoing partnership between an employee assistance programme and a human resource management group.

The purpose of this paper is to identify the existence of studies, by exploring the current literatures, on interaction among actors in Enterprise Resource Planning (ERP) implementation.

A new classification framework is offered, along with the two dimensions of ERP implementation: determinants and outcomes, to provide four types of research classes. Hundreds of articles were searched by using keywords from journal data bases. The selected articles were grouped based on the new classification of ERP implementation, followed by an in-depth analysis by using the Context, Intervention, Mechanism, Outcomes logic and the system of systems methodologies (SOSM) framework.

The interactions among actors in ERP implementation have been overlooked, although there is almost always disagreements, misperceptions, and conflicts. Managing the interactions among actors is considered important because common failures in ERP implementation are often caused by mismanaged interactions among the key actors. Unfortunately, the existing research has so far shown a small effort to study how the actors’ interactions are managed.

One key limitation of this research is that the number of actor-related articles is lesser than the factor-related articles. Further research should be conducted to explain how to manage the interactions among the actors in each stage of ERP implementation.

A guidance to prepare the entire organization prior to the ERP implementation to seriously consider the typical conflict among actors on each stage of ERP implementation and its causal factors and how to resolve them.

The importance of understanding typical conflict among actors, its causal factors, and how to resolve them can be extended to other projects or social phenomenon.

This proposed framework is new to the ERP literature and serves to identify and expand further research on actors’ interactions to improve the success of ERP implementation. This is the first research to identify the interactions among actors in ERP implementation by using a clearly structured methodological approach, which is conducted by critically reviewing the ERP implementation literature.

The purpose of this paper is to explore the sales and marketing interface and to identify some of the elements that may influence collaboration between sales and marketing and provide a framework demonstrating how these elements may interrelate.

This paper explores the sales and marketing relationship through qualitative research using one‐to‐one, tripartite interviews with senior executives and sales and marketing managers of three, UK‐based business‐to‐business organizations.

The paper indicates that there are two types of factor that affect collaboration between sales and marketing. Those that are out of the control of sales and marketing staff – management attitudes to coordination, interdepartmental culture and structure and orientation, and four that are internal to the interface – inter‐functional conflict, communications, market intelligence and learning. The paper also identifies that senior managers play a critical role in influencing this interface.

Improving collaboration in the sales and marketing interface should be a focus for senior managers. The paper is limited by the number of cases.

The factors identified may be used by organizations to improve collaboration between sales and marketing.

The identification of factors that may improve collaboration between sales and marketing, and provide a conceptual framework for further study. The paper increases the understanding of the sales and marketing interface by identifying two additional factors that may influence the interface – learning and market intelligence, and demonstrates how the various factors may interrelate to create improved collaboration.

This paper aims to examine the factors related to organizational attractiveness (OA), a concept originating in the strategy of employer branding. Previous research on OA has predominantly adopted the perspective of external applicants. In contrast, the present study takes the perspective of internal and current employees, extending further the scope of studies on OA.

Quantitative data were collected from a survey consisting of a sample of 164 nurses, all employees of public hospitals. Confirmatory factor analysis and structural equation modeling were used to analyze the data. Furthermore, the indirect effects were tested by mediator analysis.

Interdepartmental collaboration climate, management support and service quality of care were shown to have a positive effect on OA, with the three factors explaining 45% (R² = 0.45) of OA. The relationship between management support and OA was found to be mediated through the interdepartmental collaboration climate, and that between the interdepartmental collaboration climate and OA was found to be mediated through the service quality of care.

This study contributes to an understanding of OA from a current employee perspective. Specifically, it reveals how the three factors of interdepartmental collaboration climate, management support and service quality of care influence and shape the perception of current employees (nurses) toward the attractiveness of their organization.

With today’s increasing globalization and associated growing demand for talented operations managers, human resources management (HRM) in operations management (OM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in operations domain has not been made so far. The study presents current status of interaction, collaboration and coordination between operations and HRM and importance of coordination that helps in improvising the outcomes of the organization.

Operations management consists of employees responsible for creating highest level of efficiency and productivity within the organization. The initial studies on HRM and OM put forward strong arguments that the coordination between the departments happens to be at a low level, whereas, strong effective interaction, collaboration and coordination is required between both the departments to positively bring forth the organizational outcomes. A study on sample of 257 with descriptive research design was conducted. Out of 257, the valid 228 responses were used for testing of model and analysis.

The findings of the study conclude that the operations department employees should be in constant touch with their human resource partner. The overall organizational performance and productivity improve and strengthen when there is good interdepartmental coordination between operations and HRM. Employee job satisfaction and work life balance remains appropriate when there is proper synchronization between the departments. The study recommends organizations should work upon better integrating the team such that there is strong synchronization, mutual understanding, harmony, proper communication and information flow between the HRM and OM.

Coordinated efforts and working of both the teams helps in bringing out more productive results, thereby contributing positively to the overall success of the organization, employee satisfaction and better productivity.

This study aims to signal the relevance of internal market orientation (IMO) as an organizational process for improving interdepartmental relationships and employee satisfaction, which, in turn, serves to leverage performance. The study has three main objectives: to consider the adaptation of IMO at the departmental level, whereby internal departments are identified as internal customers; gauging the impact of IMO on interdepartmental relationships, employee satisfaction and organizational performance; and testing the mediating role of employee satisfaction in linking interdepartmental relationships, i.e. connectedness and conflict with organizational performance.

The study observes the proposed relationships by drawing on a sample of 816 managers from 272 companies. Through accessing three respondents in each organization and asking them to focus on different constructs, the study’s methodology avoids common methods bias. Partial least square was used to test the hypotheses posited in the concept.

The findings confirm that IMO at the departmental level is critical for facilitating interdepartmental relationships within the organization. In particular, high levels of IMO can enhance interdepartmental connectedness, reduce interdepartmental conflict and improve employee satisfaction. Employee satisfaction not only influences firm performance directly but also plays a mediating role in linking interdepartmental relationships, i.e. connectedness and conflict with performance.

While this study is conducted in the Chinese context, future research may consider testing the framework in different sectors and geographical areas. In addition, more objective measures of firm performance could be used in future studies, and other mediating and moderating variables may be added to further advance the understanding of the subject at large.

The identification of IMO at the departmental level can help firms collect ideas from staff across different departments, facilitate open and constructive communication and react promptly to other departments. Through a social information processing lens, this leads to the creation of a positive organizational atmosphere, contributing significantly to enhancing employee satisfaction and firm performance.

The findings of the study contribute to the area by supporting the legitimacy of IMO at the departmental level and its positive impact on internal relationships and employee satisfaction, which, in turn, leverages performance advantages for the firm.