Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research

Abstract

The present review is an investigation of the ways in which interorganizational networks coordinate their activities for the benefit of all parties. In this context ‘interorganizational networks’ consist of three or more separate, collaborating entities, and the question of their leadership has been well researched in a number of disciplines. Its interest to economic actors is growing. However, the findings of studies that have focused on leadership in such networks are somewhat incoherent. As demonstrated in the present review, this incoherence largely results from the consideration of different forms of network (e.g. hierarchical vs heterarchical), levels of analysis (e.g. organizational vs network), and terms used to describe the phenomena (e.g. governance or orchestration, quite apart from leadership). Against this background, the present review contributes to the body of knowledge on this topic in two main areas. First, the literature is reviewed in order to provide an overview of the key characteristics of forms of network and levels of analysis. Moreover, the view that leadership in such networks influences all members in order to ‘make things happen’ is suggested. Secondly, future avenues of research are identified in order to stimulate progress in this important area of study.

Barriers to inter-organisational collaboration amongst performing arts organisations in South Africa

“…This includes the routine organisational pressures (for example, to raise enough funding for salaries) and dynamics of two or more organisations working together (Graf and Rothlauf 2011). The third domain refers to the socio-economic and political context or field in which the organisation operates (Müller-Seitz 2012).…”

“…In terms of theory building, this study builds on the growing current literature on 'inter' leadership and inter-organisational collaboration (Huxham and Vangen 2000, Crosby and Bryson 2005, Guo and Acar 2005, Connelly 2007, Morse 2010, Ospina and Foldy 2010, Müller-Seitz 2012. This study makes a contribution to the literature that is part of a broader relational and 'shared-power' turn in leadership studies, where collective action is increasingly required.…”

“…This has occurred within the public sector (Morse 2010), the non-profit sector (Guo andAcar 2005, Ospina andFoldy 2010) and the private sector (Müller-Seitz 2012). Research has also explored cross-sector collaboration (Crosby and Bryson 2005).…”

Condicionantes de consolidação de redes de cooperação interorganizacional: um estudo de caso sobre o Rio Grande do Sul

“…Estudos internacionais recentes como os de Müller-Seitz (2011), Lee e Monge (2011), Sirmon e colaboradores (2010), Atouba e Shumate (2010), Turrini e colaboradores (2009), entre outros, e nacionais como os de Poletto, Duarte e Mata (2011), Kunzler e Bulgacov (2011), Balestrin, Verschoore e Reyes Jr. (2010), entre outros, demonstram a importância das redes de cooperação como estratégias relacionais capazes de propiciar a geração de resultados que transcendem a simples soma dos recursos organizacionais individuais. Além disso, o compartilhamento de recursos e riscos, a sinergia resultante da interação organizacional e a estrutura de relacionamentos produzida proporcionam uma configuração de elementos que poderá resultar em aumento de competitividade para organizações que estabelecem redes de cooperação como alternativa de desenvolvimento (Powell, 1998).…”

Research on Influence of Enterprise Cooperative Ability in the Process of Industry-university-research cooperation

“…Comparing enterprises'high absorbability, richer social capitals, internet capacity and greater innovation determination, the suppliers of profession knowledge valued enterprises'openness more and inclined to cooperate with more open enterprise [4].Lee J (2014) compared the activeness of the technique transfer of three scientific research centers in Singapore and found that participating in R&D project is an effective way of enabling the high involvement, technique transfer and strong will of enterprises.Jianzhong Xu(2015) proposed that enterprises should scrutinize their cooperative abilities from six dimensions, including suppliers, customers, competitive enterprises, government, research organization and intermediate agency when he was studying the relationship among enterprise cooperative ability, internet location and technique innovative performance [5]. [7].…”