A (meta)governance framework for multi-level governance of inter-organizational project networks

Abstract

Little is known about the governance of inter-organizational networks for projects. This study empirically develops a theoretical framework for this, using twenty-eight project networks as case studies, applying 124 interviews in ten countries. The abductively developed three-layered governance framework has the individual network for a project at its lowest layer, explained through Multi-level Governance Theory. This is steered by a layer for the governance of networks, addressing the steering of the different networks these organizations are part of. At the top is metagovernance, where the ground rules are set by governments or investors. For each layer, the governance dimensions, as well as the enablers and disablers between layers, are defined The study’s resulting theory provides an overall understanding of the governance of multiple networks for projects and provides practitioners with the parameters to optimize their networks for better project results.