Inter-Departmental Coordination Through Shared Managers

This type of coordination through shared managers (M2M) between firms’ departments has been so far totally overlooked in the literature, fundamentally because of lack of source data. Nevertheless, we start just with this particular type of coordination the three chapters of in-depth analysis of each type. This is because DINT is the most diffused and intensive interlock coordination (see Chap. 3 ) of all the three forms. Likely, this is an industry-specific aspect, which depends mostly on the technological content and complexity of the industry: the larger the content and complexity, the more important the standards and codes and thus operative coordinationOperative coordination . However, this is a hypothesis that we cannot test in this study, which concerns only the Aerospace IndustryAerospace industry and the other sectors with which it has established operative coordinationOperative coordination . This chapter replicates a structure similar to the previous one by focusing only on operative coordination among departments through shared managers. We deal with the statistical analysis in the first section, integrated with a correlation analysis between economic size attributes and centrality indexes in the second section. Then, we proceed with the analysis of the whole and main componentComponent Main Component (MC) networks—in EASINEASIN and EASIN + NEIGH—then we look at EASIN Integrated (EASINT) and later on the inter-sectors and inter-country aggregations. Next, clusters and cliques analyses do follow. Finally, key-players, heavy-tailHeavy-tail and assortativityAssortativity analyses close the chapter.