Abstract:

The aim of the paper is to identify the potential impact of node organization's participation in an inter-organizational network on the character of its strategy and consequently to develop a conceptual framework in that field addressing the potential hypotheses. The aim has been achieved through critical literature studies and case study research. The key findings constitute the following hypotheses to be verified in the next research stage: the more intensive network relationships, (1) the higher adjustment to the environment; (2) the weaker resources’ allocation; (3) the weaker orientation to internal growth (4); the shorter time horizon; (5) the less salience of managerial goals, desires, values, attitude and behaviour.