Relational Capital and Performances in Interuniversity Research Consortia

Interuniversity consortia are linked together through direct (participation in the same consortium) and indirect (participation of the same member in two consortia) connections. The resulting network can be analysed with the techniques of Social Network Analysis. In this article we show that in our sample the consortium’s centrality increases its turnover rate and its capacity to reach the break‐ even point. Moreover, we show that interuniversity consortia, including non‐academic organizations, have a lower turnover value than purely academic ones. The results may enhance understanding of the role played by relational capital in the performance of non‐profit organizations, which may also lead to policy recommendations.