1. Introduction

Collaboration necessary presents the principal objectives, policies, and the chain of inter personnel organizational actions in the framework of a coherent set. There are no distinct collaboration management systems in use at organizations, and nor should there be anything of the sort, as the aim is that necessary desire is an integrated part of collaboration. Indeed, collaboration management system is also in general e.g. in the recognized collaboration standards understood as a concept for systematic approach or mental system but not as a distinct, physical system[30] Traditional human capital theory explains differences in the collaboration of workers because of differences in their observed ability of level and type of formal education, experience and training. A variant of human capital theory is the desire model in which ability and competence are not Observable at the time a worker enters the labour market,but can learn by employers from what observed from the way the job performed. Salaries can therefore change over time for two reasons as employees acquire new abilities and the information about their ability improves and they can match better to job positions[7],[12],[16],[27]. This paper explore the ways in which certain characteristics of actors that in this case of collaboration organization generates a tendency to prepare a formal written collaboration desire and focus is primarily on what describe as the environmental characteristics. Environmental characteristics such as education, scientific and prior experience rather than those characteristics derived from personality traits[19]. This paper investigates the implications of collaboration necessary theory on the relationship between within job collaboration dispersion and human capital variables, such as experience and education.

2. Necessary Desire

The research is relevant because desire models provide theoretical support for models of career concerns within the broader field of internal labour markets. Because most of the regularities found in previous empirical work can also explained by collaboration necessary models under perfect information evidence in support of desire models based upon within-job collaboration dispersion and its determinants will further validate the use of desire models to study career concerns and internal labour markets. It is generally arguing that effective necessary desire is one of the important factors in collaboration success[31]. The most extensive review, although now some years old, is the analysis that there seemed to be a consensus that designing linked positively to growth undertaken.

There are some argues that formal written designing may be inappropriate for the collaboration organization but this seems a minority view[1],[13],[20],[23]. It can be argued that necessary desire is as important to collaboration organization as to larger organizations and standard textbooks on collaboration offer chapters on collaboration desire whilst a range of specialist publications outline the best ways of writing collaboration desire. The trend of inter personnel organizational development in the developed states indicates that organization has been subject to inter personnel organizational collaboration. In other words, collaborations play a pivotal role in the development through identifying the assets of the states for the exploitation purpose. The evidence has demonstrated that the industrial development of states such as US, Japan and Germany, has been because of interring personnel organizational collaboration. Nowadays, this phenomenon considered as a profession and should expand like other professions [2],[8],[17],[26],[37]. Moreover, its level of prominence is to the extent that some of theorists have called the current age as the inter personnel organizational collaboration age. From their point of views, collaboration conducts a revolution, which brings about economic innovation and evolution around the world. Regarding the incremental value of corporate inter personnel organizational collaboration, the environment inspections should increase, because environmental studies facilitate different facets of risk taking and activism in inter personnel organizational collaboration behaviors.

3. Collaboration Desire

The environmental examinations with the purpose of formulating necessary for organizations might considered as a way for preserving the competitive situation by collaboration. Put another way, the environmental examinations reduce risk assessment of a venturous inter personnel organizational collaboration behaviour, and consequently put the organization at stake[72]. Desire models are playing an increasingly greater role in the study of labor markets, but there is the impression that more work that is empirical is needed for better evaluation of the relevance of comprehensive human capital theories in explaining collaboration and careers in organizations.  Some of the research in this area assumes observed and unobserved ability interact and affect managerial decisions. For example, formal education can be a signal of hidden innate ability. Hidden ability increases the rate of human capital accumulation with labour experience, or it provides new capabilities from those acquired through education and training. Other research demonstrates the need to design short-term performance based on incentives, taking into account that high-powered incentives may distort the information content of the output about the hidden ability of the employee, introducing career concerns in the design of incentives. Finally, the labour market may distort because employees, aware of the signalling effect of the outcome of their decision. For example, on the decision whether to promote them can act necessarily in choosing which projects to implement, or in preparing to earnings forecasts[3], 10],[18],[24],[28],[32]. On the other hand, employers reveal information about the ability of workers when making job assignments, because this may increase salaries with retained workers and the employers may necessarily delay job assignments.

This paper contributes to this field of study by providing a new prediction for and empirical evidence of the relevance of desire about hidden ability in explaining work assignments and wage formation in hierarchical organizations. One of the earliest empirical supports for desire theory comes from the evidence that collaboration dispersion is higher for employees with more work experience and more years of schooling. Desire enables better matching of employees to jobs over time and, therefore, the observed dispersion of salaries should converge with the true dispersion of hidden ability among employees that enter the job market at the same time[78]. According to inter personnel organizational collaboration, the promotion will occur when the inter personnel organizational collaboration management estimated ability is equal to or exceeds the minimum level required for the new job[4],[5],[25],[29],[36]. In those models, time is a discrete variable. Under continuous time, one would expect inter personnel organizational collaboration managers that just been promoted to have the minimum ability required for that hierarchical level. In collaboration organization, where a collaboration desire exists, the preparation of the necessary desire may driven by external forces. The most obvious of these are the requirements of external agencies providing funding for either start up or expansion. The form of the desire may vary between the agencies but the necessary desire is the minimum document required by any financial source. In addition to its role in collaboration funding, the collaboration desire may serve as a necessary desiring document for the collaboration, a desire to guide the collaboration and serve as a basis for taking necessary decisions and it may serve as a subsequent monitoring device.

In view of its perceived ongoing value to the small collaboration, it might expect that necessary desire would be a feature of many, if not most, collaboration organization on the other hand, by coupling collaboration with customer service recovering satisfaction[73]. Therefore, in a world of perfect information, the collaboration necessary and inter personnel organizational collaboration management would provide sufficient statistics about their respective ability and no dispersion of collaboration desire would observe within inter personnel organizational collaboration positions. Each period of expected innate ability of inter personnel organizational collaboration management is updated using new information in terms of on the collaboration performance. Desire models study the dispersion of collaboration necessary when information about innate abilities is imperfect but can improved over time.

4. Necessary Collaboration Challenges

To simplify the exposition, first assume that formal collaboration necessary and collaboration desire experience do not produce ability, although can provide a signal that provides information about the innate ability of inter personnel organizational collaboration management, the only attribute that determines differences in expected ability across workers[6],[35],[43],[52],[56],[57].

Figure 1. Necessary collaboration challenges

Collaboration characteristics provides empirical evidence that appears to contradict this stylized fact, because find that the collaboration dispersion of the managers in research sample decreases with work experience and increases with job tenure. In other words, within the current job, collaboration dispersion decreases with work experience in previous jobs and increases with tenure of the current one. This result as evidence that workers enter a particular job a hierarchical position with similar expected abilities, equal to those required to perform the job, but with different levels of precision in the estimation. In the new hierarchical position, desire continues but at a rate that inversely related to the information available about the worker's ability at the time of promoted. Precision in the estimated ability at the time of assigned to a new job increases with the worker's formal education and work experience at that moment in time. The evidence is consistent with the way inter personnel organizational collaboration management learn about the hidden abilities of workers over time, so workers are progressively sorted into jobs whose productivity closely matches the distribution of abilities in the respective cohort as Figure 1.

Previous empirical research found a positive association between collaboration necessary variables, inters personnel organizational collaboration with, and without controlling for inters personnel organizational collaboration management positions. Because education and experience come into decisions about inter personnel organizational collaboration management assignments, introducing these variables into a collaboration model reduces the power of collaboration desire. There is also evidence of a positive association between collaboration desire dispersion and collaboration experience[53],[40],[44],[45],[34]. The reason for this is that formal education helps improve the process of sorting workers into jobs when they enter the labor market, and greater experience implies more previous performances, which subsequently reduces the noise of the information used to infer ability. When collaboration dispersion estimated across job positions, the variance of collaboration reflects the dispersion in beliefs about the distribution of the hidden ability of workers in those jobs. Older workers will be better match to jobs and dispersion of salaries across jobs for workers at a given age will increase with age. Within jobs, however, observed salaries correspond to the estimated ability required for those jobs and the collaboration dispersion, observed that inversely reflects the precision with which such estimation made[9],[14],[15],[33]. If the collaboration dispersion within a job decreases with the information available at the time of entry, there is evidence that employers learn about the hidden abilities of individual workers. A few tactical actions for implementation can make the challenge simpler and provide leadership that is as follows:

1) Inter personnel organizational collaboration supporting: Obtain support from the board of directors, because an organization is total collaboration efforts must begin at the very top and begin with the board of directors. One method of obtaining their support is to conduct a collaboration survey among them that such questions could include [11],[21],[42],[46],[48]:

- Has an estimate been made of the cost of poor collaboration?

- What measures using to judge collaboration?

- What are current collaboration performance levels?

- How does your collaboration of customer satisfaction compare with competitors?

2) Inter personnel organizational collaboration preparing: Prepare collaboration action desire and answers to these and other questions will provide valuable insights into the existing corporate culture and indicate the organization’s readiness for adopting collaboration[22]. A collaboration action desire based on the survey feedback should formulate by the top management and communicated at every board meeting.

3) Inter personnel organizational collaboration visionary: Vision and mission statement of collaboration and develop a vision or mission statement if the organization does not have one already. The key to the initial adoption of collaboration is continuous communication of the vision within a comprehensive communication desire.

4) Inter personnel organizational collaboration visionary training: Train senior management in collaboration, because organization with successful collaboration cultures start by training and educating senior management, followed by all employees that the establishment of collaboration teams is a top priority.

5) Inter personnel organizational collaboration participating: Establish a top-level collaboration committee, because an essential ingredient for success is a senior collaboration committee, which provides leadership in collaboration and stimulates cultural change. This should be chaired by the CEO and comprise the entire senior management team and the individual responsible for collaboration. Depending on the size and structure of the organization, these committees can establish within operating divisions, functional group or by geography. The responsibilities of a senior collaboration committee can include[47],[67],[70],[74]:

- Establishing necessary collaboration goals with allocating resources,

- Sanctioning collaboration improvement teams by reviewing key indicators of collaboration,

- Estimating the cost of poor collaboration with ensuring adequate training of employees,

- Recognizing and rewarding individual and team efforts

For achieving a necessary inter personnel organizational collaboration model, inter personnel organizational collaboration should placed along one column from low to high and the prioritization of the internal and external affairs should be inserted on the row of matrix. The main feature of the model was the inter personnel organizational collaboration-based necessary preparation. Incorporation performance in management collaboration system with financial performance rewards collaboration improvement goals incorporate into executive management compensation models to help achieve the desired collaboration results[76].

5. Inter Personnel Organizational Collaboration

The combination of two concepts of inter personnel organizational collaboration and necessary engenders the new concept of necessary inter personnel organizational collaboration. In order for the strategies to be formulated based on the necessary inter personnel organizational collaboration, these two elements should be addressed in a single matrix. Inter personnel organizational collaboration can assessed for each type and level of organization. Inter personnel organizational collaboration includes a desire process, and implicates the ability to solve and learn from the problems and difficulties. Inter personnel organizational collaboration takes three forms of corporate inter personnel organizational collaboration, intra-corporate inter personnel organizational collaboration, and independent inter personnel organizational collaboration. Various definitions have presented for corporate inter personnel organizational collaboration the corporate inter personnel organizational collaboration as a process for development of products or the new markets. The corporate inter personnel organizational collaboration embraces all the attempts for increasing the number of competitive privileges of an organization via innovativeness, meaningful modifications, and balancing the competition in industry. In order to assess the extent of competitiveness in organizations, the aspects of risk taking capability of organization, the creativity in the organization, diligence of staff should considered[39], [62],[59],[54]. Co-ordinately, for appraisals of corporate inter personnel organizational collaboration different factors could suggest. Each model emphasizes different dimensions, however, all of them have consensus upon three factors of inter personnel organizational creativity, proactive ness, and innovation[83]. The requirements of organizations for employing new and solid ways in necessary formulation, the status of corporate inter personnel organizational collaboration in industrial organizations, the necessity of prioritization of internal or external affairs in the environmental examination at the same time, and the difficulty of organizations faced in describing the necessary situations and necessary formulation.

6. Necessary Collaboration Desiring

Sample collaboration desires and collaboration desire templates can help to develop a professional document that will serve as a tool to convince others of organization venture's potential for success.

A large number of researchers have recognized inter personnel organizational collaboration as amalgamate of the concepts of innovation, risk taking, and aggressive competitiveness and persistence. Necessary collaboration implicates setting long-term objectives for an organization, and choosing a set of actions and allocating necessary sources for accomplishing the established objectives. All the organizations, from the commencement of their activity adopt a necessary. Even though the necessary revolves around daily actions, belongs to an collaboration necessary, or was controlled unofficially, a proper necessary formulation can be of sizable effect on the development and prosperity of the organization. Put differently, necessary presents the principal objectives, policies, and a chain of inter personnel organizational actions in the framework of a coherent set. Disparate models have proposed for necessary formulation in organizations. It should be mentioned that the current of modeling have moved from simplicity and bi-dimensionality toward multi-dimensionality, complicacy, and more practicality.

Therefore, the focus of the models has been on strong and weak points, external opportunities and threats for an inter personnel organizational collaboration. However, it can learn from the models that all of them could be of help for putting the organization in a perfect position regarding competitive situation of market by taking the variables of the environment into account. Despite environment is an indispensable part of necessary and considered, as threats and opportunities in necessary designing, organizations and industrial firms do not devote the same amount of attention to the environmental examination in the necessary formulation. Many organizations give priority to the inspection of the industrial, national, and international environment. On the contrary, some of the institutions lean toward interior affairs rather than external ones [41],[51],[60],[61]. Thus, giving priority to internal or external affairs was chosen as the second variable for achieving necessary situations and necessary formulation model i.e. prioritization of internal or external affairs in the environmental examination provides a matrix for outlining necessary situations as collaboration necessary .

7. Inter Personnel Organizational Collaboration Management

There are some problems in general or in particular in the organizations, especially in those, which are pioneers of necessary programming and new managerial methods. Inter personnel organizational collaboration management are able to provide organization with access to materials that can tailored to inter personnel organizational needs; all it takes is a visit in person, a phone call or an email. Organization may even choose to use web-based collaboration desire applications or purchase software to help organization prepare desires and forecasts. The mainly qualitative evidence available to date suggests that necessary desire within collaboration organization is an activity of a minority, as highlighted that few small collaborations use necessary desiring[77],[80],[81]. There may be a number of reasons for the lack of collaboration necessary desire. Historically the typical inter personnel organizational collaboration management has tended not to pursue higher levels of education or to take formal collaboration training [55],[64],[65],[75]. There are various, excellent organization market research tools that are available online. Collaboration and Industry Canada both offer market research and statistics resources. If inter personnel organizational collaboration has trouble piecing research together to paint an accurate picture of inter personnel organizational collaboration, try brainstorming with a skilled professional is necessary as Figure 2.

Figure 2. Inter personnel organizational collaboration management

When beginning the research phase of organization desire, keep in mind that there is a lot of information out there, especially online, but not all of it is accurate. It is always important to consider the source of any information organization gather; research is only valuable to you if it is factual. Avoid letting unreliable sources tell you what organization want to hear. If organization comes across information that organization, find useful. Hence, there are two possible reasons why inter personnel organizational collaboration management tends not to desire that they are emotionally unsuited to it. They think and act intuitively and they are simply unaware of the various tools, which would enable them to desire systematically. Indeed, the limited awareness amongst necessary desire of the tools associated with the practice of necessary management has been organized. A further constraint, likely to restrict necessary desire, is that they may not have sufficient financial information to prepare a formal desire. For example, at the lower end of the size range of organization with less than 10 employees, only 33 percent regularly calculate profits to monitor their organization’s performance. A lack of formal inter personnel organizational collaboration management desiring may also relate to the fact that small organizations are just too busy surviving to take time out to desire ahead whilst others might argue the environment in which operate is so turbulent there is little point in desiring ahead. A lack of formal necessary desire among collaboration organization does not necessarily mean that organization badly managed. It does, suggest that much inter personnel organizational collaboration management miss the opportunity to consider the overall direction of the collaboration and management decisions may made based on poor information.

Further, if inter personnel organizational collaboration management necessary desire is an important component for collaboration success, advice agencies might find it useful to identify the characteristics of those managers who are most receptive to the necessary desire idea[58],[69],[71].

The characteristics of the organization and collaboration development strategies hereafter termed collaboration necessary, influencing collaboration behaviour, which might used to inform analysis of the determinants in collaboration organization.

8. Inter Personnel Organizational Collaboration Management Phases

‏Organization characteristics controlled out of analysis in order to focus our attention on inter personnel organizational collaboration management variables. Only the environmental characteristics, describe the backgrounds of the managers rather than their personality traits. Of course, the two components on which attention focused related to one another and the individual variables grouped within each category do themselves show a high degree of interdependence. Nevertheless, the two components and the individual variables provide a useful conceptual framework within which to interpret the determinants of necessary desire within the collaboration organization. Inter personnel organizational collaboration is a term derived from with the meaning of undertaking some work. This phrase has a long record in business. The most well known definition of the word is to create value by innovation. Inter personnel organizational collaboration by using phrases such as risk taking and basic innovativeness in production. The inter personnel organizational collaboration activities encourage the firms to develop a new business for raising the profitability.

- Inter personnel organizational collaboration management ability[66]: The innate ability of inter personnel organizational collaboration management and setting involving overlapping generations where there is a shared belief that the innate ability of collaboration management for each generation distributed among the population. Inter personnel organizational collaboration management can increase their ability over time through formal education, schooling, and experience and in job training. To simplify the exposition, assume that investment is constant for every period but can be different in the period of inter personnel organizational collaboration management.

- Inter personnel organizational collaboration management productivity: The productivity of a inter personnel organizational collaboration management with ability. It takes place in multi-level organizations and workers assigned to hierarchical levels in accordance with their estimated inter personnel organizational collaboration management ability. The inter personnel organizational collaboration management has hierarchical levels where top management corresponds to first level. The minimum ability required to be assigned to hierarchical level, and normalize the productivity of the inter personnel organizational collaboration management based on the minimum productivity needed to be placed at the lowest hierarchical level of the organizations.

Clear guiding ideas and principles concerning collaboration and inter personnel organizational collaboration as well as a comprehensive, company-wide realization model for organizing the ideas is not enough for getting collaboration happens. Practical means, tools, methods, etc., especially relevant management methodology, are available to get the approach concrete in practice. For this purpose, a collection of management tools has created at organizations. Some of these tools have created and maintained by collaboration experts. However, the implications for the conditional variance of collaboration management system, information about collaboration necessary have yet empirically explored. The main purpose of collaboration necessary is to extend previous desire models by investigating within job collaboration when the job positions represented by the hierarchical level of workers in inter personnel organizational collaboration for collaboration.

From inter personnel organizational collaboration management where innate abilities assumed to be inter personnel organizational knowledge, which can view as alternatives to the desire theory.

The basic steps of necessary desire development that they are suitable for all of organizations are as follows [38],[49],[50],[63]:

1) Inter personnel organizational collaboration purpose: For develop necessary desire to strengthen the organization’s customer related, operational, and financial performance.

2) Inter personnel organizational collaboration scope: The necessary desire should include both short-term and long-term goals and desires and a method to ensure that the desire deployed and adhered to should be part of the management review procedure throughout the organization.

3) Inter personnel organizational collaboration responsibilities: The chief executive usually has control of these developments, deployment, improvement processes and all executive management should be personally involved in these processes.

4) Inter personnel organizational collaboration procedure: The procedure should include the description of the timetable for necessary and necessary desire development including of how the development considers:

- Customer requirements, expectation, expected changes, the competitive environment, financial, market, technological, societal risks, company capabilities, human resource, technology, research, development and supplier an/or partner capabilities[68].

- A description of how information and company level data related to collaboration, customers, operational performance, and relevant financial data are collected, analyzed, and integrated into the necessary development should be included in this procedure.

- A description of how the strategies and desires translated into actionable key collaboration drivers i.e. those things the company must do well for the necessary to succeed should be included.

- A description of how the collaboration desire, together with the key collaboration drivers, deployed throughout the organization should be included. Describe how they translated into actions. This includes reviews to ensure that the collaboration processes support the collaboration desire.

5) Inter personnel organizational collaboration continuous improvement

6) Inter personnel organizational collaboration procedures: Within an organization, there must be a constancy of purpose, an alignment or unification of goals, and consistency of processes, actions, information and decisions among organization units in support of these goals. Since the necessary desire is one of the primary documents describing these goals, it influences all collaboration processes in the organization. It directly has relation with management review, customer satisfaction measurement and lists all job instruction related to this procedure.

7) Inter personnel organizational collaboration system: Management responsibility, document and data control, corrective and preventive action, handling, storage, packaging, preservation and delivery, control of collaboration records, internal collaboration audits, training, statistical techniques, continuous Improvement, manufacturing capabilities.

Consequently, inter personnel organizational collaboration is a concept that developed from a small enterprise to the large and complicated organizations and governmental systems. To sum up, inter personnel organizational collaboration comprises creating opportunities and making use of them, risk-taking actions, innovative act, outlooks about the future, and setting value. Inter personnel organizational collaboration considered as a multilateral process that applied in various organizations. Inasmuch as, nowadays, the term of inter personnel organizational collaboration used in the private sector, it should not viewed merely from the profit making perspective. Stiff competition among firms and organizations, decrease of the traditional managements' efficiency in this field, and fast growth of small firms led the organizations to attach a specific significance to innovation, because they found innovation as the only way to survive in the competition field. The major assumption, which is the basis of corporate inter personnel organizational collaboration notion, is that corporate inter personnel organizational collaboration is a behavioral subject, and all inter personnel organizational collaboration are located along a continuum highly collaboration. The collaboration organizations are risk taking, innovative, and proactive. On the opposite side, the conservative firms are risk-adverse, less innovative, and passive or reactive.

9. Conclusions

The position of a collaboration organization on this continuum depends on its collaboration necessary. In today's fast-paced changes, most of the large collaboration organization lost their collaboration desire for continuing their activities. As collaboration organization grows fast, they may lose their flexibility and innovativeness due to size and success. As a result, organizations recommended employing corporate inter personnel organizational collaboration for survival of these dynamic industrial environments. The entrepreneurial organizations by having substantial and gradual innovations as the necessary importance for competitiveness of the collaboration organization and tactical importance for its process have high commitments. It should mention that, corporate inter personnel organizational collaboration principles are not limited to the profit-making organizations and private sector and the same processes. Empirical evidence inter personnel organizational collaboration this hypothesis can interpreted in support of the desire theory as long as assumed that, at the time workers are hired, employers cannot observe other variables. Empirical evidence showing a positive association between collaboration dispersion and necessary desire has also interpreted as evidence supporting desire theory. This study shows that collaboration dispersion can increase with necessary desire for reasons other than desire, suggesting that desecrations that are more robust needed. However collaboration dispersion decreases with experience before entering the necessary desire is more difficult to explain using alternative theories[79],[84]. The paper also contributes to the existing literature through a new two equation empirical model, one for the level of collaboration and another for conditional dispersion, in order to test the theoretical predictions. Although main interest lies in the dispersion equation, certain insights also provided into the return on job human specific capital and the question of whether innate and acquired abilities interact in determining the productivity of collaboration necessary at a given moment in time. The goal of collaboration desire, i.e. collaboration excellence reached through innovative management and leadership practices. In order to realize collaboration desire objectives in all parts of the company and at all levels of collaboration and collaboration management, an organization-wide management structure, a leadership infrastructure framework has defined. The framework originally created covers all organization functions in a natural and flexible manner and covers the following levels of the organization:

- The inter personnel organizational collaboration necessary level: Where decisions made by the general manager of the collaboration unit and the other top collaboration leaders, and measures undertaken concerning the entire particular collaboration and especially the future competitiveness of the collaboration and management of the whole collaboration system are addressed. The collaboration system is composed of the interrelated operational collaboration processes. Very often in corporations, there are different collaboration areas that may be at different development stages. All these need different necessary collaboration desire approaches but they may operate within one corporate culture.

- The inter personnel organizational collaboration operational level: Where decisions and measures daily management made and undertake products and services realized in real time for customer needs, just now and here. Responsible person is the process owner.

- The inter personnel organizational collaboration management level[82],[85]: Where the personal contributions of each inter personnel organizational collaboration management including, the top management provided in natural working environments.

Over the years, the model has also been able to accommodate efficiently various inter personnel organizational changes as well as various new emphases in the collaboration and in collaboration thinking. This has made it possible to develop inter personnel organizational collaboration management in a more sustained manner than based on the formal inter personnel organizational structure and continually depending on numerous inter personnel organizational changes.

This framework utilizes the most exemplary international ideals and is based on what has been learnt over decades e.g. with collaboration partners. There are no distinct collaboration management systems in use at organizations, and nor should there be anything of the sort, as the aim is that inter personnel organizational collaboration management is an integrated part of collaboration. Indeed, collaboration management system is also in general e.g. in the recognized collaboration standards understood as a concept for systematic approach or mental system but not as a distinct, physical system. Collaboration excellence for collaboration desire includes also tools for financial, human resource, and risk management, as well as technology management, acquisitions and marketing.