Connecting organizations: Developing the idea of network learning in inter-organizational settings (original) (raw)
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The paper analyses the initiation and management of inter-organisational networks, spanning both the public and private domain. Specifically, bracketing the institutional level and combining literature on communities-of-practice and network management, we turn our attention to managerial activities which are no longer de-contextualized but understood as highly situated activities. By doing so, the paper elucidates the crucial role boundary spanners have in alleviating discontinuities across institutional boundaries. Furthermore, we untangle the temporal process which led to the successful formation of an innovative network, namely stabilising the network, initiating a cognitive shift towards a network strategy, and developing a supportive culture and practices. These ideas are developed by presenting a processual account of an interpretive case study on inter-organisational network formation which was part of a research programme for designing and studying the feasibility and implications of electronic government/industry interaction.
European Journal of Political Research, 1992
Abstract. Most of the current work on network analysis tends to concentrate on the relationship between actors and the context within which various actors engage in the formulation of public policy. Consequently, analysis of the inter-organizational structures through which this policy is implemented receives less attention. In this article attention is drawn to questions concerning the management of inter-organizational networks as the vehicles for carrying out policy programmes. At the same time, an argument is made for using the term ‘network’not only as an analytical concept but also to denote collectivities that are consciously constructed for the realization of purposeful joint action.
Inter-organizational networks represent a strategy for companies to become more competitive. The literature addresses the importance of increasing the number of partners to reach such goals, and empirically, it is noted that organizations encounter difficulty in this regard. Given this panorama, this study aimed to propose a framework to expand the number of partners in inter-organizational networks. To reach this objective, literature on other inter-organizational relationships supported the construction of a questionnaire and script for interviews. One hundred twenty managers of inter-organizational networks answered the questionnaires, and 16 managers were interviewed. These data were assessed using univariate and interpretative analyses, enabling the complementation of data. The resulting framework consists of 11 steps. This study contributes theoretically to filling a research gap and, in practical terms, serves as a guide for inter-organizational networks seeking to increase their number of partners. Reference to this paper should be made as follows: Quatrin, D.R. and Pereira, B.A.D. (2016) 'A matter of survival: proposition of a framework to expand the quantity of partners in inter-organisational networks', Int.
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International Journal of Information Management, 1996
This paper analyses the notion of partnerships in emerging interorganisational communication networks. It argues that the use of information technology is not necessarily a cause of conflict. The argument is conducted by using findings from two case studies. These are then compared to identify and assess the prerequisites of a sustainable partnership.
Systemic View of Interorganisational Relationships: An Analysis of Business Networks
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Business networks are formed by organisations with common interests. Inter-firm relations can bring to the companies involved an important contribution in the innovation processes: stimulating the division and sharing of scientific and technical information. This union between companies seems to be an appropriate alternative to promote the organisation's effectiveness. Considering the relevance of inter-organisation networks, their consolidation and the need to understand their essence as a mechanism of competitive advantage, this study is a theoretical reflection on the development of business networks and their proliferation. Using multiple perspectives, the paper discusses the classic authors, as well as contemporary references. It also analyzes the concept of networks and their importance, from a system's perspective. The systemic analysis emphasizes a holistic interpretation, considers the environment, the interdependence of the parts and the business inter-organisation actions. More than a theory, the systemic view can be understood as a model of empirical analysis, used to better understand complex phenomena. Considering inter-organisational relations, the systemic approach consists of the mechanism to understand the dynamics of business networks, their interface, especially considering their role in gaining a competitive advantage. The results discussed in this paper can bring a rich understanding of the role of networks for companies that participate in this initiative.
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This chapter, based on a single case study, has as its main objective to analyze a real example of creating an inter-organizational network and to perceive what was done for the selection and creation of the strategic partnerships and inter-organizational network and what factors or conditions can inhibit these partnerships from having long-term success and throughout its life cycle. For this, a qualitative study based on action research and semi-structured interviews was conducted. Results show although many companies settle in inter-organizational networks to gain competitive advantage, cases of failure are still quite high. In this case, upstream partnerships have not been based on long-term trust and commitment, which has jeopardized the continuity of the network, although there is an express desire to re-establish contacts. The partnership established downstream did not show the same commitment to continue the partnership with a total termination of the relationship.
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Social network research in interorganizational relations (IOR) has flourished in the recent past. The field, however is fragmented with two distinct viewpoints; micro (individual) and macro (organizational), thus failing to become a standalone theory of IOR. This paper carries out a synthesized review of social network research in the micro and macro domains of IOR. In the review it particularly emphasises on key elements that are implicit in the extant literature: the structural and processual ties (that prevails at macro level), and the workflow and commercial friendship ties (that prevail at micro level).Then it arrives at a new theoretical conceptualization of how the two levels and their corresponding elements can be combined when studying interorganizational collaboration.