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Cooperation of enterprises within inter-organizational networks is a complex research and cognitive area due to the multidimensional nature of cooperation, which is often a mixture of motives, intentions, goals and operating conditions. Literature studies have revealed the so far very meager and scattered work in the field of embedding cooperation between enterprises in inter-organizational networks, which definitely does not sufficiently describe the impact of the context of collaboration on enterprise cooperation. The main aim of the article was to understand and explain, on the basis of the concept of embeddedness, whether there are relations between the participation of enterprises in a cluster-type inter-organizational network (embeddedness and its dimensions) and their cooperation in the cluster. Implementation of research goals required the development of a research process covering three stages. The essence and dimensions of embeddedness of cooperating enterprises in inter-organizational networks (structural, relational, social, positional, territorial, geographical, spatial, institutional, ecological, political and temporal) were determined. Next, a survey of European cluster managers (study 1) on cooperation in a cluster was carried out in order to better understand the dimensions of embeddedness of enterprises cooperating in clusters (qualitative research, IDI). In the next stage, a survey of cluster enterprises was carried out (study 2) to determine the relations between their embeddedness in the cluster and cooperation with other cluster companies (quantitative research, CAWI). Then, triangulation of data sources, research methods and context was used. As a result, it was established that four dimensions of embeddedness are of key importance for cooperating enterprises embedded in the cluster, namely: structural, geographical, institutional and relational. Moreover, the results of the research show that there is a positive relation between embedding enterprises in the cluster and their cooperation.

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This paper describes how grounded theory was used to investigate the "black box" of network leadership in the creation of the National Quality Forum. Scholars are beginning to recognize the importance of network organizations and are in the embryonic stages of collecting and analyzing data about network leadership processes. Grounded theory, with its focus on deriving theory from empirical data, offers researchers a distinctive way of studying little-known phenomena and is therefore well suited to exploring network leadership processes. Specifically, this paper provides an overview of grounded theory, a discussion of the appropriateness of grounded theory to investigating network phenomena, a description of how the research was conducted, and a discussion of the limitations and lessons learned from using this approach. [ABSTRACT FROM AUTHOR]

In 1999 the health care industry created the National Quality Forum-a network administrative organization-to address issues of health care quality in a new way by bringing together organizations from the public and private sectors and providing them with a forum to discuss and debate measures of quality, and ultimately, to effect change. Little, however, is known about the decision making processes of network administrative organizations despite the fact that their decisions may have far-reaching impacts on public policy. Using a grounded theory approach, this paper examines the creation and development of the NQF's Consensus Development Process and identifies and discusses five key principles that underlie the process. This paper argues that in order to create a decision-making process for a network administrative organization that is balanced and inclusive of diverse interests a leader must consider and incorporate principles that are representative of the larger environment. [ABSTRACT FROM AUTHOR]

Networks are an increasingly common aspect of administrative life. One organization in health care, the National Quality Forum (NQF), is attempting to address issues of health care quality in a new way by bringing together organizations from the public and private sectors to discuss and debate measures of quality and, ultimately, to effect change. Little, however, is known about a network leader’s tasks during the creation of an organization like the NQF. The purpose of this article is to discuss and elaborate on one critical task, building a social base, that the NQF’s president and CEO engaged in during the NQF’s formative stages. [ABSTRACT FROM PUBLISHER]