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

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  • Elodie Gardet
  • Shady Fraiha

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.

Suggested Citation

  • Elodie Gardet & Shady Fraiha, 2012. "Coordination Modes Established by the Hub Firm of an Innovation Network: The Case of an SME Bearer," Journal of Small Business Management, Taylor & Francis Journals, vol. 50(2), pages 216-238, April.
    • Handle: RePEc:taf:ujbmxx:v:50:y:2012:i:2:p:216-238
    DOI: 10.1111/j.1540-627X.2012.00351.x
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    Cited by:

    1. Aurélio Martins Favarin & Cleidson Nogueira Dias & Bento Alves da Costa Filho & Martha Delphino Bambini, 2024. "Network as A Strategy to Break Silos and Promote Open Innovation," RAC - Revista de Administração Contemporânea (Journal of Contemporary Administration), ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração, vol. 28(Vol. 28 N), pages 230241-2302.

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