Fending off the shark: How inter-organizational networks manage a disruptive member entry

How do inter-organizational networks remain operative in light of a major disruption? We address this important research question by studying an inter-organizational network of small and medium-sized enterprises (SMEs), which had to accommodate the entry of a very large Multinational Corporation (MNC). What is interesting about this particular case setting is that the disrupting event was self-inflicted, because this MNC was selected as a new member by the network itself. Using a qualitative, longitudinal case study research design, we find that the inter-organizational network sustained previously existing practices aiming to ensure accountability, predictability, and a common understanding of what the network tries to accomplish: collaboratively offering an apprenticeship-based training program in the United States. We contribute to existing literature on managing inter-organizational relations and networks by providing thick case material on the activities and artifacts used by member organizations as ...