Orchestrating governance reconfiguration of inter-organizational project networks to address coordination failures
通过英国大挑战项目的纵向民族志研究，揭示了网络协调者如何通过三阶段过程动态重构治理模式，从共享治理转向主导组织治理，以减少协调失败，对管理复杂多利益相关方项目网络有实践指导。
The alignment of governance forms and coordination performance within inter-organizational project networks (IOPN) is increasingly studied in operations and supply chain management literature. Despite growing acknowledgement of the adaptive nature of network governance, the mechanisms and process by which governance form is reconfigured are less understood. This study addresses this gap through a longitudinal, ethnographic study of the UK Grand Challenges (UKGC) program, focusing on how a network orchestrator, as a central entity, dynamically reconfigured governance to reduce coordination failures. We found that the orchestrator employed both upward and downward influencing mechanisms to guide the reconfiguration from shared governance to lead-organization governance mode through a three-phased process: (1) explicit manifestation of dissatisfaction with existing governance form, (2) emergence of new governance form, and (3) promoting and operationalizing the new governance form. We further found that the orchestrator's actions in reconfiguring governance form contributed to improved coordination outcomes, particularly in complex, multi-stakeholder project networks. This study extends the understanding of the dynamic aspect of network governance and offers practical insights for managers aiming to enhance coordination of IOPN through intentional governance reconfiguration. • Governance structures should be periodically reassessed as networks evolve. • Influence mechanisms ensure strategic alignment and support for governance changes. • Three-phase reconfiguration process provides a roadmap for governance adaptation. • Dynamic reconfiguration of governance in response to coordination challenges.