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Drawing on the experience of the Observatories, a set of interconnected research centers in Italy, this chapter explains why academics are in one of the best positions to orchestrate interorganizational initiatives of change and development, and highlights two prerequisites that appear necessary to render salient this orchestrator role of academics: (i) the extensive use of multiple approaches of collaborative research and (ii) the creation and maintenance of a platform allowing the management and diffusion of the network-based learning mechanisms underlying each change and development effort. The contributions extend existing knowledge on organization development and collaborative research.

The purpose of this paper is to provide an overview of the available insights regarding interorganizational network evolution. The research questions being addressed are as follows: What is the nature of interorganizational network evolution? And what causes interorganizational network evolution? The review hence focuses on the nature of interorganizational network evolution (at the ego-network level and whole-network level) and the causes of interorganizational network evolution (firm-related causes and environmental causes). This paper highlights relevant gaps in the existing literature on interorganizational network evolution while outlining a research agenda by identifying key research questions and issues requiring further scholarly contributions to stimulate research in this field.

An extensive review of scholarly peer-reviewed English language journal articles was conducted in the subject areas of economics, sociology, business and management (including entrepreneurship) while excluding articles in the domain areas of computer science that dealt with computer networks and the health field that addressed neural networks to obtain articles on interorganizational network evolution for the period 1970-2019. Various journal databases such as EBSCO, ScienceDirect (Elsevier), Emerald, JSTOR and ABI/INFORM and Ebook Central on ProQuest were used to extract relevant articles using specific keywords.

To better understand this phenomenon of interorganizational network evolution, there is a need for future studies to focus on the less researched areas such as the “nature of evolution” of EINR1, EINR3 and EINR4 and the “causes of evolution” of FRC3, FRC5, FRC7 and FRC8. Further, over the years, in comparison to the evolution of interorganizational network relationships (EINR), fewer works have considered the evolution of overall interorganizational network structure (EINS). The research studies on environmental causes (EC) have been less in number in comparison to firm related causes (FRC), and this could be an area for further research. Also, studies on interorganizational network evolution have not examined the impact of FRC1 on EINR 3 and only a few studies have examined the impact of FRC1 on EINR1 and EINR4. Less attention has been given to the impact of FRC2 on EINR1, EINR3, EINR4 and EINS. Additionally, the impact of FRC3 on EINR1, EINR3 and EINS needs more in-depth examination. The impact of FRC4 on EINR4; FRC5 on EINR1, EINR2 and EINR4; FRC6 on EINR1 and EINS; and FRC7 and FRC8 on all forms of “nature of interorganizational network evolution” requires more research work. Finally, the impact of EC on EINR3 and EINR4 is also a less researched stream in the literature needing more scholarly contribution to better understand the phenomenon under consideration in this study. Some of the least explored theoretical lenses and relevant questions that can be addressed using these lenses to advance research on network evolution have also been discussed.

The main contribution of this paper is that it provides a comprehensive literature review, collating the dispersed knowledge on interorganizational network evolution – nature of evolution and causes of evolution, identifying areas that require further research attention for the development of this domain.

Current theories of organization tend to discuss the management of change across networks in a grammar of instrumental reason, thereby offering legitimacy to the imperialism that emerges when groups come together in a shared‐change experience. However, by adopting principles of critical theory, the social research project initiated by a group of scholars known as the “Frankfurt School”, we may challenge this degradation of knowledge and its companion, human domination. A critical theory of interorganizational change reveals three forms of organizational imperialism: cultural domination, cultural imposition, and cultural fragmentation. From this perspective, we may understand the deleterious human, social and cultural consequences of organizational expansionism, and thereby initiate a dialogue for cultural emancipation, a more meaningful, culturally sensitive approach to change.

The chapter presents a theoretical framework that deals with the basic question of how networks and industries coevolve. We draw upon the structural and relational perspectives of networks to theorize about changes occurring in interfirm networks over time and the coevolutionary linkage of these changes to the industry life cycle. We further extend the widely accepted industry life cycle model by claiming that industry-specific evolutionary patterns impact the structure of the network’s relations, which in turn lead to diversification in the sources of innovation and to variation in the patterns of industrial evolution.

This study aims to explore how a start-up entering maritime logistics networks (MLNs) in the container shipping industry integrates resources underlying value cocreation patterns in these networks.

The paper is based on a single case study of a technological start-up, providing tracking, tracing and other information services to MLN members using internet-based software. An interorganizational theory perspective informs the case study to unveil the resource integration for value cocreation in the network.

The start-up holds multiple resource interaction roles and the start-up’s involvement enables the creation of new knowledge resources, which facilitate new revenue streams and manage resource dependencies. Hence, the findings indicate that the start-up changes value cocreation patterns in the network by reconfiguring and integrating existing resources so that the service is customized for various customers, including shippers and freight forwarders.

The results provide insights about how technological start-ups can unlock resources within MLNs.

The study extends previous studies on resource roles in business networks and shows how start-ups can perform multiple roles simultaneously within these networks. In addition, the study contributes to the literature by studying information and knowledge as resources configured in different ways in a unique network setting.

This study aims to analyze the dynamics of the institutional change and institutional stability undergone by strategic networks (SNs) in the pharmaceutical industry.

The authors performed a case study with four Brazilian SNs which followed different patterns of institutional change and institutional stability. Twenty network managers and network members from the pharmaceutical industry were interviewed, and documents were analyzed.

The results show how and why institutions changed or remained the same. More specifically, exogenous shocks can negatively impact the competitive environment influencing institutional change in SNs. Moreover, endogenous shocks may prevent institutional change and stimulate institutional stability. Continuous interaction between institutions and SNs is the key to institutional change, especially if public and private policies are considered a source of political institutions.

Research has highlighted the endogenous influence of SNs on firms in selecting their partners and arranging their positions in the SNs, but little attention has been paid to how SNs themselves respond to institutions or promote institutional change. This study explains how and why change fails at the network level, additionally pinpointing the main sources of the institutional change and inertia in SNs. As such, network members may use different strategies to stimulate institutional change or stability according to their interests.

Although previous research has reached an agreement that finding appropriate alliance partners and reducing selection uncertainty are important for achieving high alliance performance, it has not explored (1) how organizations reduce selection uncertainty, (2) what mechanism enables organizations to do so, and, more generally, (3) how organizations form alliances. This research examined these research questions by conducting fieldwork at 20 biopharmaceutical organizations in the Untied States. I identified three mechanisms for reducing selection uncertainty, including the (1) relational, (2) internal, and (3) contextual mechanisms. One of the findings implies that alliances do not always emerge out of embedded ties, and that there exist variations in organizational usage and reliance on ties and personal rapport in constructing interorganizational networks.

Public networks studies have widely diffused in recent years, but scant attention has been devoted to network change. By endorsing the notion of critical crossroads to describe a crucial turning point for the network survival, the purpose of this paper is to investigate how and why a goal-directed network changes, considering both the benefits and the constraints of the change.

This study adopts a longitudinal case study based upon an interventionist research approach (Jönsson and Lukka, 2006), with the researchers being immersed in the network life of a group of Italian public universities over a period of 17 years.

This paper proposes an empirical derived framework about network evolution that identifies two different types of crossroads (i.e. resource-driven crossroads and management driven) as drivers for network evolution. The main determinant behind these crisis situation were found in the heterogeneity of the network actors and, while overcoming the crossroads, informal sub-networks were found emerging.

This study enlarges current public network literature by focusing specifically on how and why networks change, an aspect underinvestigated by current literature.

The benefits of network relations for firms’ competitive advantage are increasingly acknowledged in the strategic management literature. Yet, the cost implications of engaging in network-specific relations, stemming from the irreversibility of sunk costs invested in creating network relations, are largely ignored. Such costs tend to be especially pronounced in high technology firms. It follows that the costs of creating network relations may mask the benefits of such relations, suggesting that networks can be a competitive risk for firms in cases where network relations unexpectedly terminate. This chapter adopts a cost-benefit approach to an empirical analysis showing that while in the long term, network relations enhance high technology firms’ performance, short-term efforts in creating network relations may hamper their performance. Furthermore, we show that greater technological intensity intensifies the negative performance implications of short term network participation and the positive performance implications of long term network participation.