This theoretical paper intends to propose a framework for identifying the power of meta-organizations, and how they use such power to support their members in adapting to emerging challenges. We built a framework out of two key theoretical foundations: the emerging theory of meta-organizations as proposed by Ahrne and Brunsson (2005, 2008); and a perspective on inter-organizational power developed by Huxham and Beech (2008). Our theoretical framework is tested through an exploratory single case study: a collective digital innovation project conducted by a collective of watershed organizations in North America. By analyzing the sources and dimensions of power at play along a 2-year project, we shed light on various forms of power which were activated by the meta-organizations, according to its own apprehension of the project’s evolving opportunities. Our theoretical framework can be particularly useful to understand meta-organizations’ strategic choices towards external challenges. It can help management scholars in developing a critical thinking about a commonly qualified “inertia” of meta-organizations, and recognizing the diversity of meta-organizations’ contributions in renewing a collective of organizations.
