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Information and Organization Design Series
This chapter explores a key argument of structural contingency theory in the context of whole networks of organizations. Specifically, we examine the relationship between the task such networks perform and their design, which we operationalize as one of three forms of governance. Based on an extensive review of the literature on whole networks, we conclude that there is no clear relationship between network-level task and network design. We offer a number of explanations that might account fordoi:10.1007/978-1-4419-0627-4_2 fatcat:tytlyyqikjdzpfiz5eaoh5h4am