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Much of the change in the nature of the 'Atmosphere' which occurs as organizations interact within networks is determined by the relationships which develop between the organizations' boundary spanners. Nevertheless, the link between the strategies which determine those interactions that are to be pursued and their nature and the subsequent micro interpersonal interactions has been little explored. Indeed one of the shortcomings of the literature on inter-organizational relations is the limited discussion of the processes that characterise micro interpersonal relations between organizations.
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