Abstract
By taking advantage of interorganizational complementarity effects (cospecialization), firms utilize strategic networks to gain relational advantages. Nonetheless, in the long run, firms are sometimes found to be unable to adapt their interorganizational arrangements because of path dependencies. We investigate different effects of cospecialization with a qualitative case study of a strategic network in the software industry. Thereby, we are able to specify how cospecialization contributes to the success of a strategic network. Further, by analyzing multiple data sources, we identify boundedness and asynchronicity as two specific pitfalls for change initiatives in strategic networks.
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