中文摘要：

网络组织是当前经济活动中的普遍现象，网络治理并非信任基础上的自主治理，而是受组织间权力关系的规制，权力是决定网络组织运行的重要关系并影响了网络组织运行绩效。本文通过一个跨案例研究，分析了网络治理的权力基础，提出组织间权力来源于企业资源、结构位势和制度压力。三种权力基础的作用机理不同，其中企业资源和网络中心性显著地表现为个体层面的权力，而网络密度和制度压力则体现为网络层面的权力，个体层面权力与网络层面权力的相互作用导致网络组织呈现不同的演变趋势。

英文摘要：

Network organizations become more and more popular in recent business settings. A lot of researchers pay more at- tention on the inter-organizational trust and analyze its effect on network governance.-But we think that network governance is not only based on trust but regulated by inter-organizational power. Inter-organizational power is the basic and deep relation- ship that would affect the performance of network organizations. What is inter-organizational power and where is it coming from？ How does it affect the development of network organization？ This article analyzes the power base of network governance through a multiple cases study. Based on theoretical investigation and case study, we find that inter-organizational power is mainly coming from the firm＇s resources, the structure of a network and the institutional pressure in the network organization. Firm＇s resources and network centrality may increase the firm＇s indi- vidual power, but the network intensity and institutional pressure may increase the network＇s power. Firm＇s power and network＇s power have different effect on the member＇s activities that lead to distinct performance of network organization. A network or- ganization with high firm＇s power and high network＇s power will be more stable. A network organization with high firm＇s power and low network＇s power or with low firm＇s power and high net- work＇s power will be relatively stable. A network with low firm＇s power and low network＇s power may be unstable. In the network organizations, both firm＇s power and network＇s power may be changed with the variation of firm＇s resources, adjustment of location and amending of institutional pressure. According to the changing power relationships of the members, the whole network organization may extend to different results. Network organiza- tions develop with the interactive of firm＇s power and network＇s power. When both two powers become much stronger, the net- work may be more stable, just like Toyota＇s netw