Coordination Modes Established by the Hub Firm of an Innovation Network: The Case of an SME Bearer

Abstract

This paper explores coordination modes used by a small and medium‐sized enterprise (SME) project bearer in a network. Using a longitudinal in‐depth case study approach, we analyze data from interviews, observation, and other sources to discover how the coordination modes change and the drivers behind these changes. Results show that coordination modes change with the advancement phase of the project. Moreover, the hub firm's choice of a particular coordination mode is affected by the degree of its dependency on the network members. These results have important practical and theoretical implications for SMEs, especially that coordination modes can be formulated to fit a given situation.

Notes

1 http://www.oseo.fr/votre_projet/innovation/paroles_d_entrepreneurs/varioptic (accessed Sept. 27, 2010).

2 The sixth mode is “domination.” We do not consider “domination” because it is a “destructive” mode according to the authors and does not help in project advancement. Moreover, an SME is in a position of dependence and is not likely to have enough power to dominate network members.

3 Air security commission draws up a European Union (EU)‐wide list of prohibited articles on passenger aircraft. The commission has adopted a regulation laying down a list of articles that are clearly prohibited from being carried by passengers onto all flights from EU airports. Available at: http://europa.eu/rapid/pressReleasesAction.do?reference=IP/04/59&format=HTML&aged=1&language=EN&guiLanguage=fr; accessed on June 12, 2010.

Additional information

Notes on contributors

Elodie Gardet

Elodie Gardet is assistant professor of strategic management in the Department of Management (IREGE) at the University of Savoie.

Shady Fraiha

Shady Fraiha is assistant professor of MIS at Hariri Canadian University, College of Business Administration, Lebanon.