Collaboration for work: Assessing the correlates of three types of collaboration perceptions that alumni associated with an MBA capstone course

• Published in: Journal of behavioral and applied management Vol. 23; no. 3; pp. 138 - 154
• Main Authors: Hill, TL, Blau, Gary, Nash, David, Naumoff, Nicole
• Format: Journal Article
• Language: English
• Published: Glendale Institute of Behavioral and Applied Management 26.11.2023
• Subjects: Collaboration; Cooperation; Executives; Knowledge management; Learning; MBA programs & graduates; Motivation; Regression analysis; Students; Teams
• ISSN: 1930-0158; 1930-0158
• DOI: 10.21818/001c.90585

Combining a survey design with course records, across a nine-year period (2103 to 2021) we explored the factors that n = 167 MBA student alumni identified as helping them experience and practice business-oriented collaboration competencies during a client-oriented, team project-based, MBA capstone course. Alumni were asked questions about the influence of faculty contribution, client engagement, and project social purpose on their experience of collaboration. We used exploratory factor analysis to develop collaboration scales and regression analysis to assess variables affecting collaboration. The factor analysis suggested three simple, reliable, and distinct scales, each combining cohesiveness and productivity items, that capture three types of work-relevant collaboration – within team, between a team and the executive guiding the team, and between a team and its client.  Open item analysis of alumni responses reinforced the validity of these three collaboration scales. Formal rater-based measures, lacking in prior research, of client engagement and project social purpose were created. Regression analysis indicated that, beyond demographic and program control variables, alumni experience of all three types of collaboration was enhanced by faculty contribution and client engagement but not by project social purpose. The results demonstrate the influence of capstone faculty and project clients in supporting MBA students’ practice of collaboration competencies, while also contributing new short scales for measuring three types of collaboration. The article also describes a rich example of using practical, research-intensive strategic projects for client organizations to develop business-oriented competencies such as collaboration.