A (meta)governance framework for multi-level governance of
inter-organizational project networks
Abstract
Inter-organizational networks are frequently used to execute large and
megaprojects. This study develops a theoretical framework for the
governance of these networks. Twenty-eight case studies, each
representing a network for a project, were assessed using 124 interviews
in ten countries. A three-layer governance model is derived from the
analysis. At the lowest layer (network governance) is the individual
network of organizations collaborating in a project. This layer is
explained through Multi-level Governance Theory. The intermediate layer
(governance of networks) addresses the steering of the different
networks these organizations are part of, such as for training,
certification, safety etc.. At the top layer (metagovernance) are the
ground-rules, set by governments or other investors to regulate how the
two other layers are allowed to set up their governance. The study’s
resulting theory combines three so far separate levels of governance
into an overall understanding of large inter-organizational networks for
projects. It provides parameters for practitioners to optimize their
networks for better project results.