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A special circumstance in organization development is when multiple organizations join together in networks. They are referred to as transorganizational systems, or “meta-organizations.” The field of organization development has been slow to understand the unique challenges involved in these relationships. Multiple organizations may enter together into interorganizational relationships to pool their resources, or they may decide to work together toward some common and mutually agreed upon end that none could solve independently.

Each of these types of transorganizational system (TS) differs in how it is organized. In some situations, organizations may participate in name alone, or they may have only an economic relationship such as in a purchasing network. In the development of a joint venture, two or three organizations may meet periodically to determine who will handle which responsibility and how they will work together to meet each organization’s objective.

Membership relationships are unique compared with most organizations in which employees all have the same relationship (or similar relationships) to the organization. Membership in a transorganizational system can be voluntary, as in the case of a cooperative production network or international political body, in which case participation and engagement of all members is a primary concern. These network relationships are maintained through a leadership role they call the “network choreographer,” who organizes participants and develops and maintains network relationships.