Structural Dynamics and Intentional Governance in Strategic Interorganizational Network Evolution: A Multilevel Approach

Abstract

This article aims to shed light on the drivers underlying the role and scope of intentional governance of the structural dynamics of whole interorganizational networks. Prior research has distinguished networks that are emergent from networks that are orchestrated. While empirical studies have shown situations in which the role and scope of intentional governance of whole interorganizational networks has changed in time, and there is a growing interest regarding the endogenous drivers of network dynamics, the dimensions that influence intentional governance of network structure dynamics and the way this is carried out remain still to be elucidated. In order to pinpoint these drivers, we leverage the models of network structure dynamics elaborated within studies conducted at the intersection between network research and complexity science to propose a multilevel interpretive framework that clarifies the role and scope of intentional agency at different structural levels of interorganizational networks. Our framework advances a twofold conceptual contribution: on one hand, we tackle the change in the role and scope of intentional governance of network structures in both the early stages and the later stages of network evolution. On the other, we interpret the network of formal ties as resembling the accelerating network model, with the network of informal ties being akin to the scale-free (or truncated scale-free) network model of complex networks theory.

The Transformative Power of Network Dynamics: A Research Agenda

“…Through this new strategic approach actors were able to transform their collaborative patterns, leading to a less stratified and more inclusive field. Dagnino et al (2016) theorize this question of orchestrated emergence by focusing on the effect in time of 'intentional governance'. To do so they use models of network structure dynamics elaborated in complex network studies.…”

Three Essays on Export Promotion Services and Systems: Overcoming Export Barriers

“…The literature on networks often calls these two types "emergent networks" and "orchestrated networks" (Dagnino et al, 2016). Orchestrated networks are usually associated to a lead organization that provides legitimacy, coordinates the process of value creation and organizes the operating environment for the network (Paquin and Howard-Grenville, 2013).…”

“…Some networks expand over time, until they reach a saturation point, while others are constrained in their growth. In the last case, coordination of the network is more difficult when the number of members (and nodes) expand exponentially (Dagnino et al, 2016).…”

“…The number and the heterogeneity of network members affect governance; complexity increases with diversity (Dagnino et al, 2015;Dal Molin and Masella, 2016;Røiseland, 2011). In the case of networks comprising actors from public, private and not for profit organizations, the issue is even more relevant due to the differences in purpose, goals, routines, etc.…”

“…In Colombia, the participation of the private sector is limited to seats in a national state-sponsored film council. The three networks can be characterized as orchestrated (Dagnino et al, 2016), because they were intentionally created to promote these industries' internationalization. This characteristic is expected in publicly-sponsored programs.…”