Configuring the governance and management of strategic networks for higher performance

Author:

Wegner Douglas,Dias Marcelo Fernandes Pacheco,Azevedo Ana Cláudia,Marconatto Diego Antonio Bittencourt

Abstract

Purpose Although the governance and management of networks are deeply intertwined, there is a lack of empirical studies on how strategic networks (SNs) configure both realities for higher performance. This paper aims to analyze the array of governance and management sets adopted by high-performing SNs. Design/methodology/approach The authors bridge the research gap by using qualitative comparative analysis on the governance (decision-making process, formalization, specialization, incentives and control) and management (strategy, structure, processes and leadership) dimensions of 73 Brazilian SNs. Findings The authors found that high-performing SNs adopt one of two governance/management configurations. “Piloted SNs” rely on specialized working teams, have structured decision-making processes and avoid using incentives. Conversely, “atomized SNs” run on incentives and control while eschewing specialization and rigid decision-making procedures. The authors also found that both configurations adopt formal procedures and leverage all four management dimensions. Originality/value The study’s results offer pathways for SNs to increase their performance and attract new members, as well as insights into the theory of SN governance.

Publisher

Emerald

Subject

Marketing,Business and International Management

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