Table 1 An overview of the categories,...

Table 1

An overview of the categories, themes and codes regarding the factors and mechanisms that influence inter-organizational success

Environmental factors and mechanisms
Labor market challenges
	Challenges
		• adapting to/influence of Covid-19 (N = 30) • human capital trends (N = 10)
	Decisiveness
		• decisions are made quickly and action is taken within the network (N = 7)
Structural factors and mechanisms (network)
Network structure
		• finance (N = 75) • issues stemming from increasing the size of a network (N = 5) • legal status of network (N = 28) • low threshold/little hierarchy (N = 4) • physical infrastructure (N = 26) • technological infrastructure (N = 77) • types of shared network activities (N = 68) • projects and initiatives (N = 6)
Roles, expectations and characteristics for key stakeholders
	Characteristics
		• network coordinator’s employment status (N = 5) • 3rd party organizations (intermediaries) (N = 14) • steering committee (N = 20) • working groups (N = 7) • enthusiastic network coordinators (N = 3)
	Roles
		• network coordinators' roles (N = 18) • HR professionals' roles (N = 19) • network's role is to support organizations (N = 23)
	Expectations
		• accountability regarding producing benefits and meeting organizations’ expectations (N = 12) • HR professionals are expected to be committed and actively participate in the network (N = 78) • expectations for HR professionals (other than commitment) (N = 6)
Rules
		• rules and regulations external to the network (societal rules) (N = 8) • rules within the network (N = 8) • informal rules about career transitions within member organizations (N = 16)
Inter-personal factors and mechanisms
Shared obstacles and vision
	Shared obstacles
		• obstacles and external conditions (N = 13) • sense of urgency (N = 4)
	Shared vision
		• shared interests/goals among organizations (N = 25) • foster organization’s CSR/image (N = 10)
Culture (network)
		• culture within network (N = 6) • creating a safe environment for employees (N = 9)
Trust
		• trust as a network value (N = 2) • trust between network members (N = 9) • trust between HR professionals/member organizations and employees (N = 4)
Interaction and collaboration
	Interaction
		• employee networking among peers (N = 4) • employee networking with HR professionals/organization representatives (N = 12) • interactions between network stakeholders (N = 33) • short and direct contact lines (N = 16) • frequency of contact and interaction (N = 3) • small groups of people (N = 5)
	Collaboration
		• collaboration within the network (N = 24)
Communication
	Communication
		• clear communication (N = 27) • sharing success stories (N = 6)
	Measuring outcomes
		• difficult to define outcomes (N = 13) • lack of data regarding outcomes (N = 4) • strategies for measuring outcomes (N = 14)
Reciprocity
		• reciprocity between member organizations/HR professionals (N = 13) • sharing resources and knowledge (N = 46)

Environmental factors and mechanisms
Labor market challenges
	Challenges
		• adapting to/influence of Covid-19 (N = 30) • human capital trends (N = 10)
	Decisiveness
		• decisions are made quickly and action is taken within the network (N = 7)
Structural factors and mechanisms (network)
Network structure
		• finance (N = 75) • issues stemming from increasing the size of a network (N = 5) • legal status of network (N = 28) • low threshold/little hierarchy (N = 4) • physical infrastructure (N = 26) • technological infrastructure (N = 77) • types of shared network activities (N = 68) • projects and initiatives (N = 6)
Roles, expectations and characteristics for key stakeholders
	Characteristics
		• network coordinator’s employment status (N = 5) • 3rd party organizations (intermediaries) (N = 14) • steering committee (N = 20) • working groups (N = 7) • enthusiastic network coordinators (N = 3)
	Roles
		• network coordinators' roles (N = 18) • HR professionals' roles (N = 19) • network's role is to support organizations (N = 23)
	Expectations
		• accountability regarding producing benefits and meeting organizations’ expectations (N = 12) • HR professionals are expected to be committed and actively participate in the network (N = 78) • expectations for HR professionals (other than commitment) (N = 6)
Rules
		• rules and regulations external to the network (societal rules) (N = 8) • rules within the network (N = 8) • informal rules about career transitions within member organizations (N = 16)
Inter-personal factors and mechanisms
Shared obstacles and vision
	Shared obstacles
		• obstacles and external conditions (N = 13) • sense of urgency (N = 4)
	Shared vision
		• shared interests/goals among organizations (N = 25) • foster organization’s CSR/image (N = 10)
Culture (network)
		• culture within network (N = 6) • creating a safe environment for employees (N = 9)
Trust
		• trust as a network value (N = 2) • trust between network members (N = 9) • trust between HR professionals/member organizations and employees (N = 4)
Interaction and collaboration
	Interaction
		• employee networking among peers (N = 4) • employee networking with HR professionals/organization representatives (N = 12) • interactions between network stakeholders (N = 33) • short and direct contact lines (N = 16) • frequency of contact and interaction (N = 3) • small groups of people (N = 5)
	Collaboration
		• collaboration within the network (N = 24)
Communication
	Communication
		• clear communication (N = 27) • sharing success stories (N = 6)
	Measuring outcomes
		• difficult to define outcomes (N = 13) • lack of data regarding outcomes (N = 4) • strategies for measuring outcomes (N = 14)
Reciprocity
		• reciprocity between member organizations/HR professionals (N = 13) • sharing resources and knowledge (N = 46)

Source(s): Authors own creation

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