The costs of networked organization

For the managers of many firms, big and small, interorganizational collaboration is an established fact of life in the waning years of the twentieth century. The many reasons why managers find it necessary to collaborate, or why they deem it desirable to collaborate, have been very well documented elsewhere (see, e.g. Beamish and Killing 1997; Ebers 1997; Gerlach 1992; Grandori and Soda 1995; Jones, Hesterley and Borgatti 1997; Powell, Koput and Smith-Doerr 1996; Ring and Van de Ven 1994).