Culture of cooperation

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The cooperation culture of an organization is a partial term of the organizational culture and describes the awareness, the ability and the willingness of an organization and its members to develop and implement problem solutions in partnership with other organizations based on common norms and values. The term cooperation culture therefore includes norms, values ​​and behavior.

Importance of the cooperation culture and its sub-aspects

The existence of comparable cultures of cooperation is an essential prerequisite for successful cooperation between organizations. Only if all those involved want, can and are allowed to cooperate, excessive friction losses in the cooperation can be avoided and the common goals realized. Specialized cooperation consultants have developed instruments for the comparison of the cooperation culture in organizations as well as for the development of a common formulation (cooperation check, cooperation mission statement, ...), which are usually divided into three categories: fundamental, strategic and cultural agreement (fit) . Even if the separation of these categories is not always clear, they seem to make sense for the division of the essential conditions for cooperation and should also be briefly examined here.

  • The fundamental fit primarily includes the aspect of willingness. In particular, basic organizational characteristics such as size, history, range of services must be queried for their compatibility. In addition, the necessary legal and organizational framework conditions (e.g. decision-making powers of the people involved in the cooperation) must exist or be able to be created.
  • The strategic fit includes the existence of strategic cooperation goals as well as a congruent interpretation of the formulated goals, the necessary management know-how to be able to implement and pursue the goals in the establishment of a strategic cooperation (ability, ability). It is essential that an organization knows about its core competencies and strengths as well as about its weaknesses and that all partners can agree on working methods, work speed and responsibilities in the cooperation. In companies, aspects such as positioning on the market and dealing with competitors are also among the objects of investigation that can be assigned to both the strategic and the cultural fit.
  • The cultural fit contains the crucial questions with regard to the culture of cooperation. Since the term culture as such is hardly measurable, behavioral characteristics are usually determined that focus on the topics of communication, leadership and openness. The ability to delegate, work in teams, the presence and content of organizational models are criteria that are used. Previous cooperation experiences also provide a source of information for assumptions about attitudes and behavior, as well as risk assessments and expectations regarding cooperation.

literature

  • Burckhard Kaddatz, Gabriele Nitsch (Hrsg.): Networks: Business innovations and a culture of cooperation between research and practice , 2008, ISBN 3-893-70433-7 .
  • Thomas Becker, Mission Statement Developments in Cooperation , in: Thomas Becker, Ingo Dammer, Jürgen Howaldt, Stephan Killich, Achim Loose (Eds.): Network Management. With Cooperation for Corporate Success , 3rd edition, 2011, ISBN 3-642-19332-3 .
  • Susann Juch, Stefanie Rathje: Cultural fit or fit for culture? - Approaches for an efficient and effective set of instruments for the cultural organization of cooperation in international business cooperation , in: "Arbeit - Zeitschrift für Arbeitsforschung, Arbeitsgestaltung und Arbeitspolicy" 2007, ISSN  0941-5025
  • Stefanie Rathje: Cooperation Competence. Toolbox to improve collaboration in international collaborations . Bertelsmann-Verlag, 1st edition, 2008, ISBN 978-3-86793-007-9 .