The Efficacy of Appreciative Inquiry in Building Relational Capital in a Transcultural Strategic Alliance.

Miller, Monty G.; Fitzgerald, Stephen P.; Preston, Joanne C.; Murrell, Kenneth L.

doi:10.5465/apbpp.2002.7517605

Cited by 6 publications

(6 citation statements)

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“…Participants in the AI session reported significantly greater levels of relationships and collaboration than did ME session participants (Miller et al, 2002). The AI session encouraged learning about one another and cocreating future project plans, whereas the ME session was intended to convey information about the alliance and its partner organizations.…”

Section: Quantitative Resultsmentioning

confidence: 99%

“…When the partners appreciate each other's unique business philosophies, values, and practices, they are more likely to leverage their respective strengths. OD technologies, including AI, are uniquely suited to dealing effectively with these challenges, yet the literature provides little guidance on effective methods or interventions (Miller, Fitzgerald, Murrell, & Preston, 2002).…”

Section: Background Strategic Alliancesmentioning

confidence: 99%

“…1. Quantitative and qualitative data and analyses are detailed in Miller (2000) and Miller, Fitzgerald, Murrell, and Preston (2002); to conserve space, only the most relevant highlights have been included in this article.…”

Section: Notementioning

confidence: 99%

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Appreciative Inquiry in Building a Transcultural Strategic Alliance

Miller¹,

Fitzgerald

Murrell

et al. 2005

The Journal of Applied Behavioral Science

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Building relationships and developing understanding, trust, and collaboration in transcultural strategic alliances involve enormous challenges that have been well documented. Organization development (OD) technologies, including appreciative inquiry (AI), are uniquely suited to deal effectively with these challenges. Thus, two alliancebuilding OD interventions were implemented to develop relational capital in a U.S.-India biotechnology alliance. Substantive cultural differences existed between the alliance partners at formation, and the ways in which those differences influenced the design and implementation of the two interventions are discussed. Overall, AI as modified was found to support building relational capital. Six years later, the alliance continues to thrive; however, many of the same issues that hampered the effectiveness of collaboration 91 and building of trust in the alliance still exist. Recommendations are offered for modifying the design of AI and other OD interventions to provide ongoing support for building successful transcultural alliances.The relative contribution of two different organizational development (OD) interventions to the building of relationships, trust, and goodwill in a transcultural strategic alliance (the alliance) is explored in this case study. The two OD interventions were conducted in 1998 to help build the alliance. Six years later, the alliance continues to thrive, which is remarkable given the high failure rate of transcultural joint ventures (Ramu, 1997, p. 9). Even given its success, many of the issues that faced the alliance during its formation continue to persist today, thus heightening the importance of dealing with difficult issues during formation. Alliance building is not an event but needs to be an ongoing effort in building successful alliances.The background of the alliance is explored next, followed by a discussion of the two alliance-building sessions. The outcomes of those sessions are then presented, including suggestions for design modifications to the standard appreciative inquiry (AI) cycle when applied to alliance-building interventions. Finally, conclusions are drawn regarding ways to heighten the efficacy of transcultural alliance-building OD interventions.

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Section: Quantitative Resultsmentioning

confidence: 99%

Section: Background Strategic Alliancesmentioning

confidence: 99%

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Appreciative Inquiry in Building a Transcultural Strategic Alliance

Miller¹,

Fitzgerald

Murrell

et al. 2005

The Journal of Applied Behavioral Science

Self Cite

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show abstract

“…These studies carried out by Miller, Fitzgerald, Preston, & Murrell (2002); Miller, Fitzgerald, Murrell, Preston, & Ambekar (2005); and Bushnell, Bergthold, and Agger-Gupta (2002) highlight how relational capital could be developed through appreciative inquiry. The findings and results of these studies clearly indicate that relational capital of an organization is particularly enhanced by using interventions based on the principles of appreciative inquiry.…”

Section: Appreciative Inquiry and Relational Capitalmentioning

confidence: 99%

“…Several other studies have also emphasized the application of AI in the development of RC (e.g. Boyd & Bright, 2007;Miller et al, 2005;Miller et al, 2002;Stavros et al, 2015 etc). Stavros et al (2015), for example, explain that AI is a co-operative and co-evolutionary search for the best in people, their organizations, and the environment in which they operate.…”

Section: Appreciative Inquiry and Relational Capitalmentioning

confidence: 99%

Analyzing Appreciative Inquiry as a model of Change to build Relational Capital

Ahmed¹,

Yasir²,

Miller³

2020

BER

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Relational Capital (RC) is referred as intangible asset that an organization acquires while sustaining effective relations with suppliers, customers or business partners. Prior research suggests that enhanced RC could significantly improve organizational performance. Therefore, for accentuating the role of RC in a manufacturing concern, an organizational development intervention called Appreciative Inquiry (AI) was conducted in this study. The primary objective of this action-oriented study was to develop relational capital, which was identified by respondents as one of their strengths, through the application of appreciative inquiry. The study was carried out by involving 26 participants from procurement and sales departments in 4-D cycle of AI. Post-intervention survey revealed improved RC and more friendly exchanges among stakeholders. Findings of this study would be useful to inform practitioners about the effectiveness of AI and would set new directions for appreciating the strengths of employees and other stakeholders.

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Appreciative inquiry as a mode of action research for community psychology

Boyd

Bright

2007

Journal Community Psychology

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Participatory action research~PAR! has long been an important area of interest in community psychology as a mechanism for intervening in and developing community social systems. The key concerns in such efforts are many: how to get buy-in from community members, how to involve multiple stakeholders, how to take into account potential consequences to a whole community system, how to develop a sense of empowerment among participants, etc. These concerns are studied and relevant, not

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The Efficacy of Appreciative Inquiry in Building Relational Capital in a Transcultural Strategic Alliance.

Cited by 6 publications

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Appreciative Inquiry in Building a Transcultural Strategic Alliance

Appreciative Inquiry in Building a Transcultural Strategic Alliance

Analyzing Appreciative Inquiry as a model of Change to build Relational Capital

Appreciative inquiry as a mode of action research for community psychology

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