An analysis on Cross-Border Collaboration
A case study on Cross-Border Collaboration
C.M. van der Plas (TU Delft - Civil Engineering & Geosciences)
E. Minkman – Mentor (TU Delft - Organisation & Governance)
E.J. Houwing – Mentor (TU Delft - Integral Design & Management)
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Abstract
In this thesis, Cross-Border Collaboration (CBC) is the central topic. It was defined as the collaboration between international branches of the same company. The main question of this thesis is: What are the different perspectives on CBC and on how CBC effectively can be implemented and increased within an organization? The research focused on how such collaborations between different teams or divisions can be set up more frequently by identifying and addressing the barriers that are currently experienced. This was examined through a case study in company X. company X is a company that is located in various Northwest European countries and is finding a way to engage in Cross-Border (CB) collaborations more often. In the literature review, it became clear that a lot is written about collaborations between different companies and within teams or departments of the same company. What was missing in the literature is a comprehensive description of how to establish collaborations between international branches of the same company. There is a lack of literature on how these collaborations can be done more frequently within a company not yet focused on CBC and especially with a decentralized character. To fill this gap in the literature, a case study within company X has been conducted...