Leading in Inter-Organizational Networks: Towards a Reflexive Practice

1. The need for reflexive leadership in inter-organizational networks

Research question and research issues

Relevance to research and managerial practice           

Theoretical perspectives         

Empirical perspectives

Contributions and structure of the book         

2. Theoretical foundations of leadership in networks  

Action- and structure-oriented theories of leading in networks           

Affordances and limitations   

Towards a practice theory of leading in networks       

Summary and outlook

3. Reconstructing leadership in networks as a reflexive practice        

Principles of practice theory   

Networks as bundles of inter-organizational practices

The practice of leading in inter-organizational networks         

The meaning and role of reflexivity in leadership practice     

Summary and outlook

4. Methodology  

Longitudinal qualitative comparative case study design          

Research context and field access      

Data collection and analysis   

Research aim and ethical considerations         

Summary and outlook

5. A practice-theoretical model of reflexive leadership in networks   

Assumptions about networks, leadership, and the role of reflexivity  

A closer look at the model      

Summary and outlook

6. Case study I: Peripheral       

Starting conditions (2000 - 2002)       

Period 1 (2003 - 2006): Peripheral's birth      

Period 2 (2007 - 2008): Peripheral's pilot phase        

Period 3 (2009 - 2013): Integrating care         

Summary and outlook

7. Case Study II: Urban

Starting conditions (2000 - 2006)       

Period 1 (2007 - 2009): Urban's launch         

Period 2 (2010 - 2012): Building Urban         

Period 3 (2013 - 2014): Ambulatory primary care     

Summary and outlook

8. Discussion

Comparative analysis and theorization

Theoretical implications

Practical implications

9. Conclusion