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Interorganizational networks governance and performance: Quebec solidarity finance network case

Interorganizational networks governance and performance: Quebec solidarity finance network case. Tassadit Zerdani PhD. student: administration joint program (UQAM). Committee theses members: Marie J. Bouchard , UQAM, supervisor Jean Pasquéro, UQAM, member

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Interorganizational networks governance and performance: Quebec solidarity finance network case

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  1. Interorganizational networks governance and performance: Quebec solidarity finance network case Tassadit Zerdani PhD. student: administration joint program (UQAM) Committee theses members: Marie J. Bouchard , UQAM, supervisor Jean Pasquéro, UQAM, member Martine Vézina, HEC Montréal, member

  2. Presentation Outline Part I: Research Project 1. Research Question 2. Question & Research Objectives 3. Methodology Part II: Conceptualization and Theoretical Framework 1. Interorganizational Networks: which definition? 2. Characteristics of Quebec Solidarity Finance Network 3. Concept of ION Governance 4. Concept of ION Performance 5. Suggested Conceptual Framework Contributions & Conclusion

  3. Part I: Research ProjectResearch Question Networks are the best alternative to market and hierarchy to increase the service Offering (Kickert Klijn and koppenjan 1997, Denis WFP Van Raaij, 2006, etc). Also, they are effective tools to manage environmental turbulences and interdependence (Astley and Fombrun, 1983, Ring and Van of Venn, 1994, etc). • Conflicts within ION; coordination problems (Provan and Kenis, 2005); • Problems to exchange tacit information and protectionism (Mayntz 1993; Alter, 1990; Glisson and James, 1992; etc) • Difficulties to realise the tasks or the objectives for which they are created (Inkpen, 1996, Podolny and Page, 1998). • Divergences in term of size, culture and objectives! However! Interest to study the interorganizational networks governance, to explore its dimensions and its importance for the network strategic performance.

  4. Existing Literature • Previous Research • Network like governance mode of the interorganizational relations (the reasons of networks, importance, characteristics, types, functioning, etc) • Dyadic analysis only • Gaps • Factors and mechanisms of governance are not very developed • Little research establishing the link between ION governance and ION strategic performance; • Absence of empirical studies of collective organizations networks; • ION performance is generally approached from the perspective of the network’s capacity to develop the organisational performance of its members (few studies on collective network performance 15/11/2014 ANSER\CASC

  5. Question and Research Objectives How can the governance of an interorganizational network contribute to its performance? Comment la gouvernance d’un réseau interorganisationnel peut-elle contribuer à sa performance? Objectives • Analysis factors influencing the ION governance; • Review how the choice of ION governance mode could influence it strategic performance; • Develop a theoretical framework for the governance of an interorganizational network and its impact on their performance

  6. Methodological Framework: Deductive and Inductive Research • Unit of analysis: Quebec solidarity finance network • - Case study with many units (Yin, 2003)) • Diversified sample: many different organizations • (RISQ, FondAction, Fonds S.FTQ, Caisse d’Économie, Fiducie, etc.) Search data where? • - Documents analysis (external and internal documents) • Semi-structured interviews (approximately 25 interviews) • Direct observation: at the governance unit level (CA) How to do data collection? Interviews • Key organizational members • Research members of CAP finance (ARUC-ÉS) • Support network resource personel Triangulation • Research documents • Activity reports • Press releases, etc. Assist with member meetings Observation Documents

  7. Why a collective organizations network case? • General interest mission (Lévesque, 2006) • Specific objectives • Common issues and challenges (Bernier et al. 2003, Laville, 1999) • Voluntary engagement • Differences and tensions between partners (Eme, 2006) • Hybrid character of organization’s partners • Coordination complexity related to differences between partners (Lamoureux, 1996) Collective organizations networks are rich & dynamic cases (different players, specific objectives, general interest mission, etc.), in order to supply reflection & to generally enrich the ION governance theory.

  8. Part II: Conceptualisation and Theoretical FrameworkI.Interorganizational network (ION): What definition? • Contractual under-market in a global market (Thorelli, 1986) • New governance mode of interorganizational relations (between market and hierarchy) (Williamson, 1996)) • Set of nodes, links, relations and flow (Poulin et al., 2004) • Modality to coordinate joint action between autonomous but interdependent organizations (Provan and Kenis, 2008; Phillips et al., 2000) Proposed definition: “Group of heterogeneous and autonomous organizations which work together in order to find synergies and necessary resources to achieve their joint mission of general interest. They intervene in collaboration, in order to support jointly the actions of socio-economic development activities which emerge at local and regional level. This group of organizations is not limited by price or by the hierarchy. However, its partner members are engaged in cooperative actions involving trust, information exchange, reciprocal relationships, routines, values and norms".

  9. Types of collective organizations networks Quebec solidarity finance network Adapted from White et al., (1992)

  10. II. Characteristics of Quebec Solidarity Network

  11. Source: M. Mendel, 2009 Quebec solidarity finance network players Development capital players Solidarityfinance players Fiducie du Chantier de l’économie sociale (2006) Capital régional et coopératif Desjardins (2001) Réseau québécois du crédit communautaire (2000) Fondaction - le Fonds de développement de la CSN pour la coopération et l’emploi (1996) Filaction – CSN (2000) SOLIDE (1991) Invest. Québec Réseau d’investissement social du Québec (1997) Fonds de solidarité FTQ (1983) Intermédiaires CDÉC, CLD, etc. Caisse d’économie solidaire Desjardins (1971) 11

  12. III. Concept of Interorganizational Network Governance 1. Governance • All design process, selection and implementation of common life rules (Rhodes, 2008). • A means by which the order is realized in a relationship in which a potential conflict threatens and which could compromise the opportunities to realize mutual gains (Williamson, 1996). 2. ION governance • Metagouvernance (Sorensen and Torfing, 2009) • Metamanagement or piloting (Ehlinger et al., 2007; Alberti, 2001) • Management of the non-hierarchical cooperation (Provan et al. 2005) • Mode to regulate relations between different members of network (Provan and Kenis, 2008)

  13. ION governance (con’t) 3. Objectives • Ensure the effectiveness of the process of coordination, cooperation and conflict resolution, in order to maximize the distribution of benefits between the partners (Coriatt, 2000 and Hendrikse et al., 2008) • Continually find balance between the satisfaction of member’s objectives and the achievement of collective action (Forgues et al., 2006). • Ensure partners commitment in collective action (Provan and Kenis,2008) • Define the global strategy for the network

  14. 4. Modes of ION governance

  15. Governance of Quebec Solidarity Finance Network? Accompagnateur: CAP finance de L’ARUC-ÉS Associative ? Shared? (Hybrid?) Informal governance Formal governance ? Institutionnalisation process What are the mechanisms? What are the mechanisms?

  16. IV. ION Performance Concept • Definitions • Achieving positive results at the network level. These results cannot be achieved by a single organization (Provan and Kenis, 2005). • Collective performance at the network level • Networks relational performance (its continuity) • 2. Factors of ION performance • Contextual, structural and contingency factors (existing studies: mainly the study of Provan and Milward (1995)) • Link between ION governance and performance (governance as a factor of performance) (Our study object) • Working hypothesis: standards, values and rules are central as issues? • Which theoretical framework to adopt?

  17. V. Proposed Conceptual Framework 1. Integrated reference framework: dimensions from institutional theory; cognitive approach and social capital theory. 2. Why institutional theory? • Institutions ensure network stability and structure behaviour of their members (Scott, 1992 and 1995). • The network is an organizational field which favours the process of socialization and development of institutions (Jepperson, 1991; DiMaggio and Powell, 1991) 3. Why the two other approaches? • Development of cognitive abilities of network members during the time (Napahiet and Ghoshal, 1998); • The concept of social capital is integrated because institutions occur with interactions between actors and with social cohesions (Scott, 1995)

  18. Network as organizational field Institutionalisation - Strength and stability - Development of capabilities to manage network. – Capacity to manage conflict - Collective actions Respect rules Collectives learning Network governance Network performance Sharing normes and values Developing social capital Developing routines General interest • Positive externalities • - P. of goods and services Researching of legitimacy Internal institutions of the network Institutionalisation Reference framework External institutions

  19. Perspectives • By this framework, we want to show that: • Networks governance is influenced by the institutions developed historically in these networks (values, standards, beliefs, etc.) and by the actions of their partners through their cognitive processes (collective learning) and their social processes (social capital); • ION governance mode based on these institutional dimensions influence positively their performance. 2. Three articles • Which theoretical perspective for ION governance analysis? (Theoretical) • Modeling ION governance through Quebec solidarity finance network (empirical) • Governance as factor of performance of collective organizations networks (empirical)

  20. Conclusion • This research will develop knowledge about collective organizations networks and especially enrich the understanding related to their structures and governance mechanisms; • Propose an analysis framework composed of concepts and dimensions related to the reality of collective organizations networks and important to study other cases of conventional organizations networks; • Present to the leaders (managers) of collective organizations tools to manage the interfaces such as: develop trust and social norms (solidarity, altruism and integrity) in the network; coordinating the elaboration process of collective strategy; facilitating the exchange of information; develop negotiation structures, etc.

  21. Your comments and thank you!

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