Maneuvering between Networks to Lead – A Longitudinal Case Study in the Semiconductor Industry

How organizations exert leadership in interorganizational, predominantly hierarchical networks is well researched. However, there are also networks that are heterarchical, not hierarchical, in nature, i.e., where no organizational actor formally presides over the other member organizations and where leadership is nevertheless practiced and accepted by the network members. But how is an organization able to lead under these structural conditions and in particular, to capitalize – in the leadership process – on its membership in more than one network? Informed by structuration theory, we investigate this practice of ‘network maneuvering,’ that is, how an organization skillfully takes advantage of the reciprocal influences between two different forms of networks. In particular, we study how Intel de facto leads the SEMATECH consortium (i.e., a heterarchical network) and guides technology development along its supply chain (i.e., a hierarchical network). Network maneuvering is enabled in this case by two mutually reinforming practices (i.e., roadmapping and roadmap gap filling) that are centered around a key resource (i.e., a roadmap as an artifact). Based upon our findings, we provide practical guidance and theoretical insights as to how and under what circumstances this type of maneuvering in and across two (different types of) networks substitutes for formally legitimated leadership.