By Asokan Anandarajan, Murugan Anandarajan (auth.), Murugan Anandarajan, Murugan Anandarajan (eds.)
Research in either educational and non-academic circles has remained nearly exact in its behavior and association during the last few many years. Disparate teams of researchers have labored on their rules, tasks and innovations in remoted clusters, with little sharing of knowledge and synergies from collaboration. the appearance of social networks and internet portals resembling MyNetResearch have resulted in the production of recent learn networks that dramatically reduces the boundaries and hindrances to collaboration via researchers who're geographically, organizationally and disciplinarily far away. the present tens of millions and at last hundreds of thousands of researchers who will use learn networks are ushering in a brand new paradigm for study. during this paradigm collaboration is made a lot more uncomplicated, sharing of study wisdom is immediate, and synergies from regimen collaboration will yield large advances in study productiveness and innovation. This ebook examines how study networks are altering the perform of analysis and judge how top to include such applied sciences and use them to their top advantage.
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Additional info for e-Research Collaboration: Theory, Techniques and Challenges
The strategic alliance contains relationships between two or more suppliers that are servicing the same customer base, and are thus partners in a horizontal association. The driving force initially behind the alliance includes cost savings, greater efficiencies, synergy, critical mass, stability, and/or competitive advantage (Lendrum 1998). Collaboration is closely tied to the key characteristics of strategic alliances (Yoshino and Rangan 1995). The first characteristic of a strategic alliance entails the participating organisations pursuing a set of common goals, and remaining independent subsequent to the formation of the alliances.
Partners may be looking at the research environment to identify certain areas where value can be achieved as an incentive to participate; for example team-based rewards provided in anticipation of a return in better teamwork (Barua et al. 1997). Partners may choose to identify specific benefits that may flow out of the collaboration, consider whether social value can be generated from it, and if there are new resources, capabilities or benefits that are being created as a result of the collaboration (Austin 2000).
Other means to facilitate communication, coordination and collaboration exist and play an important part in effective research. This chapter explores the role of both digital and in-person collaboration tools and considers the need for balance between these within the context of Digital Humanities research teams, a case study population. First the uses, benefits and trade-offs of various communication channels are outlined, particularly within the context of interdisciplinary and geographically disperse research teams.