14 International Journal of Human Capital and Information Technology Professionals, 6(2), 14-32, April-June 2015 Copyright © 2015, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. ABSTRACT The signifcant role of work place collaboration has been widely felt across the globe due to diversity and highly changing organizational dynamics. Six components emerged from the relevant management and organizational behavior regarding how managers built unity through collaboration and create a conducive environment for work and productivity. They are known as –teaming, motivating subordinate, career coun- seling, communicating with subordinate, professional relationships, issues related to morale and quality of work life. The present piece of work is a study of work place collaboration on 60 employees belonging from 6 different organizations. . Self-assessment inventory on work place collaboration have been used to assess those six factors. The results revealed that there is a signifcant gap between “what is” and “what should be” across all the six components of work place collaboration. Correlation values also suggest the differential degree of correlation between the six factors for each organization. The fndings have been discussed in terms of the organizational & IT Sector’s perspectives. Comparative Study on Workplace Collaboration across the Leading Global Organizations in IT Sector Vinita Sinha, SCMHRD, Symbiosis International University, Pune, India Aditi Merchant, SCMHRD, Symbiosis International University, Pune, India Nupur Dangar, SCMHRD, Symbiosis International University, Pune, India Paridhi Agal, SCMHRD, Symbiosis International University, Pune, India Pratiksha Sharma, SCMHRD, Symbiosis International University, Pune, India Keywords: Collaboration, Global, IT, Organization, Sector, Workplace INTRODUCTION Effective leader-managers understand that their duty is twofold. First, they are entrusted with the accomplishment of organizational objectives. Through these performances, they enable their organizations to deliver useful results to internal and external stakeholders alike. However, the second charge of the leader-managers rarely appears on their job descriptions: the devel- DOI: 10.4018/IJHCITP.2015040102