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Cooperation

1. Gung HO!

Work Together!

Rewi Alley (1897-1987) New Zealand reformer and educator. Motto of the Chinese Industrial Co-operative Association. Quoted in Rewi Alley of China (Chapple; 1980)

 

2. Successful cooperation in or by formal organizations is the abnormal, not the normal, condition.

Chester Barnard (1886-1961) U.S. business executive and management theorist. Organization and Management (1948)

 

3. Two are better than one; because they have a good reward for their labour.

For if they fall, the one will lift up his fellow;

But woe to him that is alone when he falleth;

For he hath not another to help him up.

Bible. Ecclesiastes, 4:9-10

 

4. Coopetition Cooperation between competitors…especially common in the computer industry where consumers want to know in advance that a broad range of companies will support a given technology…companies will compete on actual products even as they cooperate on technical standards, sacrificing a degree of independence to increase the odds of success for the technology as a whole.

John Browning, U.S. writer and consultant. Encyclopedia of the New Economy (co-written with Spencer Reiss; 2000)

 

5. Both suppliers and customers must be treated as partners and collaborations-jointly looking for ways to improve efficiency across the ENTIRE spectrum of the value chain…In this way, deeper, more enduring relationships can be created that result in SHARED efficiencies…and greatly enhanced long-term value for all.

Michael Dell (b.1965) U.S. chairman and C.E.O. of Dell Computer Corporation. Speech to the 1998 World Congress on Information Technology, Vienna, Virginia. “Collaborating in a Connected Economy: The Power of Virtual Integration” (June 24, 1998)

 

6. The companies that fully capitalize on the promise of the Internet will be those that look at their businesses as more than building and selling products and services. In the virtual economy, collaboration is a new competitive imperative.

Michael Dell (b.1965) U.S. chairman and C.E.O. of Dell Computer Corporation. Speech to the 1998 World Congress on Information Technology, Vienna, Virginia. “Collaborating in a Connected Economy: The Power of Virtual Integration” (June 24, 1998)

 

7. It is used to be that you would do things yourself…you felt you had to have control and you could not necessarily get the other things from other partners. But now… it is much easier to connect suppliers and customers…we no longer have these closed business systems, we have more collaborative business systems.

Michael Dell (b.1965) U.S. chairman and C.E.O. of Dell Computer Corporation. Speech to the Canadian Club of Toronto, Canada. “Leadership in the Internet Economy” (April 7, 2000)

 

8. The speed of the Internet provides a fundamentally different perspective on how business relationships occur…The approach relies on collaboration, not on competition…on sharing information, and understanding what we as businesses do best.

Michael Dell (b.1965) U.S. chairman and C.E.O. of Dell Computer Corporation. Speech to the Executives’ Club of Chicago. “NetSpeed: The Superchanged Effect of the Internet” (October 23, 1998)

 

9. The key to using the Internet to extend and build relationships is to view ownership of information differently-you need to bring customers inside your business to create information partnerships…relationships become the differentiator, more than products or services. Businesses become intertwined.

Michael Dell (b.1965) U.S. chairman and C.E.O. of Dell Computer Corporation. Speech (March 3, 1999)

 

10. The CEO’s role in raising a company’s corporate IQ is to establish an atmosphere that promotes knowledge sharing and collaboration.

Bill Gates (b.1955) U.S. entrepreneur, chairman and C.E.O. of Microsoft. Business@the Speed of Thought (co-written with Collins Hemingway; 1999)

 

11. The close relationships we form between researchers and product groups have already shown we can move the great ideas as they come along, without a schedule, into the products.

Bill Gates (b.1955) U.S. entrepreneur, chairman and C.E.O. of Microsoft. Net News (August 10, 1997)

 

12. As work becomes more complex and collaborative, companies where people work together best have a competitive edge.

Daniel Goleman (b.1946) U.S. behavioral scientist, journalist, and author. Working with Emotional Intelligence (1998)

 

13. These are two independent and aggressive companies serving their own purposes, but they are at the same time immensely pragmatic. We recognize that we have to work together, and at various times we recognize that we need to work independently. Some of those times we end figuring out that we’re better off working together after all, and we go back and forth.

Andrew S. Grove (b.1936) U.S. entrepreneur, author, and chairman of Intel Corporation. Referring to Intel’s relationship with Microsoft Corporation. Interview, Upside Magazine (October 12, 1997)

 

14. Talent wins games, but teamwork wins championships.

Michael Jordan (b.1963) U.S. basketball player. 1996. Attrib.

 

15. Working cooperatively is crucial because you can’t count on the power of your position anymore; you have to count on the power of your ideas.

Rosabeth Moss Kanter (b.1943) U.S. management theorist, academic, and writer. Interview, Strategy + Business (July-September 1999)

 

16. In an e-business environment, leaders must manage not just teams, but large crowds…Because power lies in the network, all parts of it must adjust its actions in the light of what others are doing.

Rosabeth Moss Kanter (b.1943) U.S. management theorist, academic, and writer. “How E-Smart Are You?,” World Link (January-February 2000)

 

17. Within and outside of the enterprise, success in an Internet environment is more likely when there is seamless cooperation across product lines, functional areas, business units, and geographies.

Rosabeth Moss Kanter (b.1943) U.S. management theorist, academic, and writer. “How E-Smart Are You?,” World Link (January-February 2000)

 

18. Only recently have people begun to recognize that working with suppliers is just as important as listening to customers.

Barry J. Nalebuff, U.S. author. Co-operation (co-written with Adam M. Brandenurger; 1997)

 

19. Co-operation.

Barry J. Nalebuff, U.S. author. Co-operation (co-written with Adam M. Brandenurger; 1997)

 

20. The ultimate power of a successful general staff lies, not in the brilliance of its individual members, but in the cross-fertilisation of its collective abilities.

Reg Revans (1907-2003) British academic. Action Learning (1979)

 

21. Like a team of specialists in any field, our performance depended both on individual excellence and on how well we worked together…we all tried to figure out ways to make our combination more effective.

Bill Russell (b.1934) U.S. professional basketball player, coach, and sports announcer. Second wind: Memoirs of an Opinionated Man (co-written with T. Branch; 1979)

 

22. Our win/loose mentality in hierarchical organizations…has taught us to look for others’ weaknesses…True teaming is only possible if each of us gets good at discovering and building upon the capabilities of our colleagues.

Charles M. Savage, U.S. management consultant and theorist. Speech, 4th Workshop on Inventing the Organization of the 21st Century, Munich, Germany. “Leadership & Management in the Knowledge Era” (February 1998)

 

23. Building trust between partners in a joint venture can be seen as the first necessary step in developing a successful alliance.

Jan Selmer (b.1942) Swedish academic and author. International Management in China: Cross-cultural Issues (Jan Selmer, ed.; 1998)

 

24. Shared vision is vital for the learning organization because it provides the focus and energy for learning.

Peter Senge (b.1947) U.S. academic and author. The Fifth Discipline. The Art and Practice of the Learning Organization (1990)

 

25. Men will find that they can…avoid far more easily the perils which beset them on all sides by united action.

Baruch Spinoza (1632-77) Dutch philosopher. Ethics (1677), pt. 4, proposition 35, note.

 

26. A sharing o control with local partners will lead to a greater contribution from them, which can assist in coping with circumstances that are unfamiliar to the foreign partner.

Yanni Yan (b.1958) Chinese business author and academic. “Managerial and Organization-Learning in Chinese Firms,” China’s Managerial Revolution (Malcolm Warner, ed.; 1999)

 

27. Where…one parent company has a special knowledge of the market, a shared management venture is the appropriate solution.

Yanni Yan (b.1958) Chinese business author and academic. “Managerial and Organization-Learning in Chinese Firms,” China’s Managerial Revolution (Malcolm Warner, ed.; 1999)

 

28. When you collaborate with other people, you tend to regard your own individual contribution as the most important.

Yang Jiang (b.1911) Chinese playwright and writer. A Cadre School Life (1980)