The focus of this volume is on the myriad dynamics associated with these interorganizational ventures. Emphasis is placed on (1) understanding the nature of these different interorganizational forms and (2) ways to enhance their effectiveness, creating and sustaining complex problem-solving capabilities and collaborative tendencies in a multiorganizational environment. While the orientation of many of the initiatives and interventions in this volume reflects a traditional organization-development (OD) focus, emphasis is placed on working across organizational interfaces, attempting to create the capacity and systemic potential for greater interorganizational learning and performance, rather than releasing human potential solely within an organization (see, e.g., Cummings, 1984). Consultants and researchers in this realm thus focus on spanning organizations, creating and modifying networks of participants that (1) have a stake in particular interorganizational outcomes and (2) depend on those inter-firm relationships and networks to accomplish their goals.

Table of Contents:
Introduction - Anthony F. Buono, Bentley College; Part I: Intervening in Mergers and Acquisitions. Making Mergers and Acquisitions Work: A Guide to Consulting Interventions - Mitchell Lee Marks, JoiningForces.org; Teaching to the Issue: Human Resource Intervention in Mergers and Acquisitions - Vicki Van Steenberg LaFarge, Bentley College - Aaron J. Nurick, Bentley College, Ellen Leiter, Partners Home Care, and Anthony F. Buono, Bentley College; Forging a Post-Merger Identity: Tough Work in the Executive Suite - James Fairfield-Sonn, University of Hartford; What ""Due Diligence"" Really Means: Intangible Capital and Organizational Reality - Judith Gebhardt, Pepperdine University; Part II: Developing Strategic Alliances and Partnerships. Knowledge Transfer and Organizational Learning in Strategic Alliances - Daniele Chauvel, Groupe CERAM Business School, Nicolas Rolland, CERAG-ESA University of Grenoble 2, and Charles Despres, Groupe CERAM Business School; Complex Learning Partnerships: Creating the Connections in International Alliances - Iris Berdrow, Bentley College; Dynamic Competition and Development of New Competencies: The Case of the Internet Consulting Industry - Valerie Claude-Gaudillat, HEC School of Management and Bertrand V. Quelin, HEC School of Management; Part III: Enhancing Inter-firm Networks. Reflexive Development of Inter-firm Networks: The Role of Managers and Consultants - Joerg Sydow, Free University of Berlin and Arnold Windeler, Technical University of Berlin; Building Effective Innovation Networks: Enhancing Cooperation in Public-Private Partnerships - Eric Davoine, University of Mulhouse/ISEOR; Corporate Venturing: Is an Acquisitive Strategy a Sustainable Pattern of R&D Externalization? - Michel Ferrary, Groupe CERAM Business School; Creating a Collaborative Community of Management Consultants - Janice Twombly, Rhythm of Business, Inc. and Jeffrey Shuman, Bentley College; Building Sustainable Networks: An Action Research Strategy for Management Consultants - Marilyn Harris, Human Systems Change Consultants/Central Michigan University and Guilan Wang, Central Michigan University.