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Abstract
In this paper a small and medium size firm’s network governance structure and social mechanisms of coordination were studied in the
light of the model proposed by Jones et al. (1997). The governance is considered a capable tool to regulate any instability originating
from divergences, trying to keep the harmony and to strengthen the trust ties within the inter-organizational networks. A case study
data analysis was carried out. In so doing, the associated members and the network’s manager were interviewed. The dynamics of the
network reveals some practices and elements linked with social control mechanisms such as actor’s reputation, entrant members
restrict access, macro-culture and the collective sanctions over individual members. By the interpretive exploitation of these questions
one can say that, in this case, these mechanisms were a viable alternative of network governance.