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The objective of this paper is to analyze the reasons why an interorganizational network failed. To achieve the proposed objective, it was selected a network of companies that end up it activities after a year and four months in business. Semi-structured interviews were conducted with six business men who made up the network. The results show that the network studied had management difficulties, lack of commitment from members, failed in internal communication and organization of activities. These factors culminated in this case, the pessimistic projection of future results and the failure of the network. [ABSTRACT FROM AUTHOR]

A deep change in local management has been taking place. Managing successfully tangible elements (urbanism, transport, supplies, etc.) is no longer enough to properly analyse territorial competitiveness. In fact, intangible elements (such as image, personal skills, relationship) are becoming more and more significant to achieve this purpose. This paper aims to show the various initiatives that are currently being carried out all over the world. These relate knowledge-based strategy to the territorial field. Countries, regions, as well as cities have been testing very innovative scheme projects in order to manage those intangible elements belonging to the strategy of the community. [ABSTRACT FROM AUTHOR]