Interorganizational Networks Research Articles

Determinants of Alliance Formation and Dissolution Among International Health Organizations: The Influence of Homophily and Institutional Power in Affinity Communication Networks

Guided by institutional theory, this study examines how homophily and institutional power influence the tie formation and dissolution of interorganizational collaboration networks. The analysis focuses on longitudinal network data collected from 174 international non-governmental organizations and inter-governmental organizations (IGOs) whose mission and main activities revolved around HIV/AIDS and other related health topics such as substance use, alcohol use, and smoking. This study conceptualizes collaboration as an affinity communication network and uses Separable Temporal Exponential Random Graph Modeling to investigate the effects of organizational and sector level attributes. The results reveal the important role that homophily plays in terms of geolocation and topic alignment. Furthermore, the results show IGOs’ role in driving these global partnerships. Implications on how to sustain global health alliances are discussed.

Managing (through) a network of collaborations: A case study on hospital executives’ work in a Dutch urbanized region

ABSTRACT Managing inter-organizational networks has been studied extensively, yet little attention has been paid to what it means for organizations and their management to participate in multiple networks simultaneously. This study therefore explores from a management-organizational perspective how hospitals in a Dutch urbanized region process and manage a ‘network of collaborations’. We analyse the managerial strategies and activities performed to align organizational interests with the emergence of networks. While the network narrative has become dominant in public policy, this study adds empirical insights to the meaning and practice of governing in a networked environment.

Nanomanagement networking: Organisational resilience to COVID-19 surge capacity in Egypt

This paper draws on the literature of nanomanagement and organisational resilience to explore the reality of surge capacity in the context of the Egyptian government’s effort to contain the recent COVID-19 pandemic. It utilises nanomanagement networking to explain the significant models of decision making, communication and sense making, taking into account the resilient interconnections and interdependence among organisations, to understand how these impact on the resilience of crisis management surge capacity. With a focus on COVID-19 crisis management in Egypt, the study analyses empirical data collected from interviews with actors from different governmental organisations. Following this, the paper focuses on the role of nanomanagement in realising the resilience of interorganisational network capacity to obtain accurate and up-to-date information in order to develop the system strategies and responses necessary to enable convenient surge capacity for COVID-19 crisis management.

The Multiplexity of Collaborative Networks in Post-Disaster Recovery: Testing Intra-Sector and Cross-Sector Network Contexts

While disaster management provides an ideal testbed for interorganizational collaborative networks that pursue disaster assistance goals, limited research examines how multiplexity in multidimensional networks hinders disaster recovery efforts. This study examines the collaborative networks formed by intra-sector and cross-sector relationships among governments and NGOs in the context of post-disaster recovery, using a nationwide survey in Taiwan. The findings suggest that more heterogeneous contexts and more diversified network members would increase the complexity of network in it, and thus affecting network effectiveness of disaster management. Furthermore, NGO actors have faced the dilemma of building mutual ties through interorganizational and homogeneous collaboration.

A friend of a friend? Informal authority, social capital, and networks in telecommunications standard-setting organizations

Meta-organizations are assemblages of autonomous formal organizations with a central goal, but which lack typical instruments of formal authority, like contracts and equity. In this organizational context, how do firms establish informal authority to access other firms' resources and thereby achieve their private strategic goals? Using a novel application of resource dependence theory, this paper applies stochastic actor-based model to examine how firms' informal authority is established and evolves to achieve their strategic goals within the Third Generational Partnership Project (3GPP), the primary global mobile telecommunications standard-setting organization. By using a comprehensive dataset of interfirm collaboration over the 3G and 4G generations, our analysis shows that firms tend to establish mutual dependencies by selecting collaborators who possess social capital (high reputations), but avoid collaborators with political capital (high status) within the interorganizational collaboration network. This research provides new insights into how meta-organizations are internally organized through informal authority, while also extending resource dependence theory to the network-level. It also advances our understanding of the formation of mutual dependencies from an actor-based perspective in an interorganizational collaboration network.

Effectiveness of Network Relations in Poland during the Economic Crisis Caused by COVID-19: Interorganizational Network Viewpoints.

The global pandemic triggered by the SARS-CoV-2 virus has caused marked changes in the economic landscape in essentially every branch of the economy. The pandemic has disordered lives across all countries in the world and also affected the public sector in interesting ways. Our empirical research, of which selected elements are presented in this paper, was conducted under pandemic conditions. This paper aims to identify the relationships between selected distinguishing features of the oncological interorganizational network (exchange, engagement, reciprocity) and determine their effectiveness under the conditions of the economic crisis caused by the COVID-19 pandemic. A side thread, which concludes the article, is the introduction of the category "economic virus" into management terminology; i.e., a set of factors causing economic crises with a microbiological genesis. Of particular importance are considerations regarding the uncertainty of the length and depth of the health crisis-related economic effects in financial markets and corporate decision making.

Hitchhiking in board interlocks? The externality of partner innovation

PurposeThis study explores the influence of partner innovation in board interlock networks on a firm's innovation tendency.Design/methodology/approachThis study collects a sample of publicly listed Chinese firms from 2008 to 2017 and uses fixed-effects ordinary least squares regressions to analyze the data.FindingsThis study shows that interlocking partners with different innovation levels than that of the focal firm affect its innovation tendency in distinct ways. For more innovative partners, the innovation level has a U-shaped effect on the focal firm's innovation tendency. In the case of less innovative partners, the innovation level facilitates the focal firm's innovation tendency.Originality/valueGoing beyond previous research that emphasized the role of interorganizational networks in facilitating firm innovation through a unitary learning effect, this study differentiates network partners into two categories based on their relative level of innovation compared with the focal firm and takes the hitchhiking effect into account to highlight potential obstacles in the learning process depending on the innovation conditions of partners. The study advances the literature on organizational learning, social networks and innovation.

Promotion management of the region on the example of selected local initiatives

Purpose: The aim of the article was to answer the following questions: Does the promotion of local initiatives influence the popularization of the region? How does the cooperation of inter organizational stakeholders affect the development of the region? How do local initiatives promote the Świętokrzyskie region? What is the role and importance of stakeholders in creating local initiatives? What are the effects of inter-organizational relations in the described examples of local initiatives? Design/methodology/approach: The article uses the case study research method, which seems to be interesting and little known local initiatives to promote the Świętokrzyskie region, and refers to the concept of regional management in terms of the "blue ocean strategy" (e.g. building relationships and inter-organizational cooperation). Findings: The article presents examples of good practice used by municipal managers in the Świętokrzyskie region. These examples best reflect the competitive success of the implemented "blue ocean" strategies based on cooperation between stakeholders, searching for common values and building inter-organizational relationship networks as a key element of competitive advantage. Practical implications: Managers of the region can apply a blue ocean strategy based on regional partnership, building inter-organizational relationship networks and inter organizational collaboration. When creating a new strategy, mayors, starosts and marshals should apply actions to increase competitive advantage. Social implications: A strategy based on the values of partnership and cooperation consists in: observing alternative strategic solutions of other regions, educating them, applying various strategies, reprogramming the thinking of the local society (e.g. not only communication routes are important, but also ecological behaviours), creating solutions favourable for the development of the municipality (e.g. a common sewage treatment plant, health resort), each of which will have the benefit of creating new solutions, accepting innovations, distinctive features, shaping external trends (e.g. the Park of Miniature World Buildings in Krajno). Originality/value: The article is recommended to region managers (mayors, starosts, marshals) who are looking for a strategy to increase the region's competitiveness. The article constitutes an innovative solution for the application of the "blue ocean strategy", which so far has been described only in the case of enterprises. The article is a guide for "region managers" who build a strategy of competitiveness based on inter-organizational cooperation and activate stakeholders to create local initiatives. The competitive success of two local initiatives in the Świętokrzyskie Voivodeship is for them a source of research, analyses as well as a guide to good practice. The article presents the implementation of the "blue ocean strategy" in an original way, by promoting the role of the region's stakeholders. Keywords: promotion management of the region, stakeholders as change leaders, local initiatives, inter-organizational relations. Category of the paper: Studies, point of view.

Inter-organizational network case study in the environmental goods and services sector

Problems related to the balance of relations between human activities and the natural environment are particularly visible in the environmental goods and services sector. There are inter-organizational networks in this sector based on recycling, treatment, reclamation processes and the provision of municipal services. These networks can be operational or supervisory-control. The paper presents a case study of a network dedicated to recycling, processing and management of post-consumer waste, such as tires. The work has the character of theoretical assumptions and operationalization of concepts for empirical research, which will be a continuation of the ongoing project of relationships analysis in a selected sector.

Virtual teams and knowledge sharing via digital platforms: evidence from an inter-organizational network context

In the context of open innovation, we study the conversion of groups' tacit knowledge, in order to achieve effective virtuality between members of cross-firm teams and optimize innovative projects through three cases of international platforms. The results show that virtual teams succeed in sharing knowledge through digital platforms thanks to communication, integration, an innovative corporate culture at the micro level, a participative approach, transformative leadership and transparency at the meso level, as well as participative governance, long-term commitment and a shared common strategy at the macro level.

Dynamics of network relations: how organizations exploit inter-organizational networks to gain set

Purpose: The main scientific purpose of this article is to identify the way organizations exploit network relations’ features in order to gain set benefits, from the dynamic perspective of achieving another levels of network collaboration maturity. Design/methodology/approach: Conceptual development and positioning of the research aim at providing a generalizable contribution to management science, at the same time being accessible to practitioners. The research was carried out using the interpretive method of a multiple case study, following its methodological rigor. It was divided into two stages: within- case analysis and cross-case analysis. According to the replication logic, case studies constitute series of independent research which provide data corresponding with set research questions. Findings: The conducted research shows that as a part of a network organizations gain various types of benefit and its character evolves as the collaboration achieves another levels of maturity. At the same time, along with the evolution of the reasons for developing network collaboration, organizations exploit different features of network relations, in order to maximize the benefit. Practical implications: The research leads to presenting a pattern of exploiting network relations’ features in order to gain set benefits. The identified template serves as a tool for practitioners and allows more conscious planning and developing the interactions with business partners. Consequently, it supports maximizing benefits from the network collaboration as it achieves another levels of maturity. Originality/value: The author adopts a dynamic perspective to the problem of intentional creation of network relations in order to gain set benefits. In the literature still very little attention is put on understanding the reasons for network development and the evolution of network relations’ features as organizations achieve another levels of network maturity. Therefore, the author focuses on filling this gap by deepening the analysis of the network trend and increasing efficiency of realized tasks from the egocentric perspective of a network member. Keywords: network, network collaboration, network relations’ features, dynamics of network. Category of the paper: Research paper.

Interorganizational and International Networks For Digital Diplomacy Outreach: A Comparative Study of South Korea and China

This study introduced an analytical framework for assessing the inter-organizational network system and the web impacts of public diplomacy organizations’ sites through the cases of South Korea and China. This study compared interorganizational collaboration networks, the impact of the government agencies’ websites, and the sectoral and geographic distribution of information resources offered by the agencies on the web. Social network analysis was employed, and it indicated that the Chinese public diplomacy organizations constructed denser and more strongly connected networks than the Korean public diplomacy agencies. Furthermore, the results suggested that .com was the most popular generic top-level domain, followed by .org, .net, and .edu, for both Korean and Chinese organizations. The source sites that sent links to Korean organizations originated mostly from East Asian (Korea, Indonesia, and Japan) and European countries (Germany and Russia). Information about Chinese culture was spread more widely across diverse countries, including East Asian (China and Japan), North American (Canada), European (United Kingdom, France), and Oceanian (Australia) countries. For both Korea and China, domestic audiences played key roles as information hubs in each network, which illuminates a networked and cooperative form of digital diplomacy outreach in these countries.

On the architecture of collaboration in inter-organizational natural resource management networks

This paper reviews the architecture of collaboration that exists within inter-organizational natural resource management (NRM) networks. It presents an integrative conceptual framework designed to help operationalize the multi-level interactions that occur between different dimensions of trust, risk perception, and control as key concepts in inter-organizational collaboration. The objective is to identify and justify a series of propositions considered suitable for assessing inter-organizational NRM network collaboration through empirical work. Such an integrative conceptualization goes beyond the existing trust scholarship related to collaborative NRM, and, we argue, offers a useful starting point for further exploring some of the ‘inner’ social dynamics affecting collaborative performance using complex systems thinking. To help establish the relevance of the conceptual framework to transboundary resource governance, a survey operationalizing different dimensions of trust, perceived risk, and control is piloted in the Salish Sea, an ecosystem that spans the Canada-US border between British Columbia and Washington State. Key challenges associated with operationalizing the framework and future research needs are identified.

The impact of emotional intelligence, cross-functional teams and interorganizational networks on operational effectiveness

PurposeThis article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three dimensions on operational effectiveness.Design/methodology/approachThe analysis was based on 250 valid questionnaires collected from organizations in the Valle del Cauca region in Colombia in the service sector. The variables were analyzed using structural equation modeling to identify their relationships.FindingsThe results suggest that emotional intelligence contributes to establishing cross-functional teams but does not impact the development of interorganizational networks, influencing operational effectiveness only indirectly through the cross-functional teams. Contrary to what the literature suggests, interorganizational networks do not influence the operational effectiveness of organizations. Hence, in the pursuit of competitive advantage, companies in the studied region should encourage the creation of cross-functional teams within their organizations to maximize the returns received through the optimization of operational effectiveness.Practical implicationsOrganizations are comprised of individuals whose emotional intelligence competencies and abilities enable them to form effective cross-functional teams. Furthermore, cross-functional teams that effectively establish relationships with other organizations are frequently employed in global, interorganizational collaboration environments like joint ventures and alliances. Cross-functional teams that fulfill their aims have the potential to benefit the organization's performance by boosting operational effectiveness and, therefore, its competitiveness.Originality/valueThe value of this article lies in providing a better understanding of the capabilities and strategies of organizations in the construction of interorganizational networks intended to improve their competitiveness. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of the individuals comprising the cross-functional teams should be managed through the appropriate application of the concepts of emotional intelligence.

Organizing for supply chain resilience: a high reliability network perspective

PurposeBoth high reliability theory (HRT) and “new school” supply chain resilience (SCR) promote a multi-layered, adaptable, transformational, and holistic perspective on organizing and managing. The authors explore whether, and if so how, HRT offer fresh perspectives on the SCR challenges experienced during COVID-19 and on organizing for future resilience.Design/methodology/approachAddressing SCR at the interorganizational network level, and blending theory synthesis and case study research, the authors assess if and how HRN constructs and practices can guide analysis of SCR in dynamic, complex networks, and help shape development pathways towards organizing for resilience. Findings draw on thick description and iterative coding of data (58 interviews and 200+ documents) on the buyer network responsible for managing the supply of critical medical products in the Netherlands.FindingsHRT highlights the interconnectedness of challenges encountered during COVID-19 and helps design future resilience through three lessons. Organizing for SCR requires (1) both anticipation and containment strategies, (2) stable working relationships characterized by trust, and (3) a clear basis of command underpinned by experience-based legitimacy.Originality/valueDistinctive from SCR, which views crises as “black swans”, HRT organizes around everyday consideration of the risk of failure. Taking a buyer network perspective, the authors move beyond the buyer-supplier network focus in SCR. The authors contend that emphasis on measures such as supplier base management, stockpiling, and domestic production are essential but not sufficient. Rather, HRT implies that deep structural and social ties within the buyer network should also be emphasized.

Corrigendum

Policy Studies JournalEarly View CORRIGENDUMFree Access Corrigendum This article corrects the following: Collective Action Problem Characteristics and Partner Uncertainty as Drivers of Social Tie Formation in Collaborative Networks Daniel Nohrstedt, Örjan Bodin, Volume 48Issue 4Policy Studies Journal pages: 1082-1108 First Published online: January 22, 2019 First published: 05 December 2022 https://doi.org/10.1111/psj.12461AboutSectionsPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat In Nohrstedt and Bodin (2019), sentences from page 19 to page 23 has been corrected. The corrected statements have been given below: In page 1100, Table 2; L3XAX has been changed to ATXAX^ and added footnote accordingly. In page 1101, The headquarters model and the municipality model both display positive and significant coefficients for the building blocks representing a tendency of actors engaged with many tasks to collaborate with each other (L3XAX), and a tendency of actors engaged with interdependent tasks to collaborate with each other (C4XAB). Has been changed to: The headquarters model and the municipality model both display positive and significant coefficients for the building blocks representing a tendency of actors engaged with the same tasks to collaborate with each other (ATXAX), and a tendency of actors engaged with interdependent tasks to collaborate with each other (C4XAB). Meanwhile, we found no evidence of social ties among actors working with the same tasks and so hypothesis 5 could not be supported. Has been changed to: Further, the former shows there is a prevalence of social ties among actors working with the same tasks and so hypothesis 5 is supported. In page 1102, In these two networks, the number of tasks that actors engaged with as well as the level of interdependency of these tasks constituted important collective-action problem attributes that significantly shaped tie formation among actors. Has been changed to: In these two networks, sharing a task as well as the level of interdependency of tasks constituted important collective-action problem attributes that significantly shaped tie formation among actors. In page 1103, Our evidence demonstrates that one of these configurations—C4AXB and TriangleXAX (captured by ATXAX)—had a significant effect on social tie formation in the intra- and inter organizational networks but not in the cross-level network. Has been changed to: Our evidence demonstrates that both of these configurations—C4AXB and TriangleXAX (captured by ATXAX)—had a significant effect on social tie formation in the intra- and inter-organizational networks but not in the cross-level network. Hence, while actors within the headquarters and the municipality networks sought collaboration to address interdependent tasks, actors working across these networks were more concerned about collaborative uncertainty when selecting collaboration partners. Has been changed to: Hence, while actors within the headquarters and the municipality networks sought collaboration to address shared and interdependent tasks, actors working across these networks were more concerned about collaborative uncertainty when selecting collaboration partners. In page 1104, We show that task interdependency and actor and relational attributes, including formal leadership roles and homophily, both contribute to shape social ties, but also that the effects varied across different organizational relationships. Has been changed to: We show that shared tasks interdependency and actor and relational attributes, including formal leadership roles and homophily, both contribute to shape social ties, but also that the effects varied across different organizational relationships. The publisher apologizes for this error and any confusion this may have caused. The online version of this article has been updated. REFERENCE Nohrstedt, Daniel, and Örjan Bodin. 2019. “Collective Action Problem Characteristics and Partner Uncertainty as Drivers of Social Tie Formation in Collaborative Networks.” Policy Studies Journal 48(4): 1082– 108. Early ViewOnline Version of Record before inclusion in an issue ReferencesRelatedInformation

Actors’ awareness of network governance in Child Welfare and Healthcare service networks

To ensure that families with social and behavioral health problems get the support they need, organizations collaborate in child service networks. These networks are generally lead-organization governed. It is assumed that network members have relatively accurate information about the governance mode. However, discrepancies between the formally administered and perceived governance mode could raise legitimacy questions and lead to conflicts, and ultimately affect network effectiveness. Therefore, we investigated to what extent such discrepancies exist and how they might be explained. Hereby, the focus was on the concepts level of trust, interaction, and strength of relationship with the lead organization in the network. A comparative case study was conducted of three inter-organizational networks of child services in different-sized municipalities in the Netherlands in 2018 and 2019. A multiple generalized linear mixed model analysis was used. We found that only a minority of the network members had an accurate perception of the governance mode. This awareness did improve over time. The level of interaction and relationship strength with the lead organization were independently associated with an accurate perception of the governance mode. Trust of a network member in the network, however, had no significant association. These insights underline the necessity to consider network information accuracy as an important variable for understanding network behavior and as crucial for the effective delivery of child services.

Network Governance for Coordinated Disaster Response

The paper addresses the important role of interorganizational coordination and network governance in implementing disaster response policies facing complex environments of emergencies and crises. The paper analyzes the National Response Framework (NRF) in the U.S. and its role in disaster response coordination. A network perspective is utilized to understand functional coordination based on the emergency support functions (ESFs), and to evaluate the role of the NRF in coordinating disaster response at the federal level. Based on the roles and coordination structures defined by the ESFs, interorganizational networks and affiliation networks are presented in the paper. In the context of the COVID-19 pandemic, this paper illustrates how the ESFs, especially ESF #7 – Logistics and ESF #8 – Public Health and Medical Services, operated in response to the crisis.

The value co-creation journey: a longitudinal process unfolding in a network through collaboration

Purpose This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value co-creation journey as it unfolds across an inter-organizational network. These four sub-processes are opportunity co-creation, solution co-creation, complementary co-creation and activated co-creation. Design/methodology/approach Reflecting the exploratory nature of this research, the methodology relies on an in-depth case study, which is analyzed through the lens of the resource interaction occurring within the specific business relationships and collaborative episodes that affected the nine-year long development of Deko, a new architectural lighting solution. Findings The main contribution of the paper is identifying the sub-processes comprising the value co-creation journey of a technology development solution based on resource combining, re-combining and un-combining across a business network. That value co-creation occurs through a time-consuming journey requiring multiple episodes of collaboration can also inspire the practice of handling this process for instance for a small business such as the one featured in this case study. Originality/value This paper highlights that the value co-creation journey process has the potential to frame the unfolding of collaboration in practice for a small business.

A Multilevel Governance Model for Interorganizational Project Networks

This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with three levels of governance, namely metagovernance, governance of networks, and network governance. This framework is validated through a global survey with 225 responses. Type I and Type II governance are confirmed as the organizational elements of network governance, and the relationships between the different levels are established. Metagovernance directly impacts network governance and this relationship is mediated through governance of networks for Type I governance and moderated through governance of networks for Type II governance.