This paper introduces the concept of choreography with respect to inter-organizational innovation networks, as they constitute an attractive environment to create innovation in different sectors. We argue that choreography governs behaviours by shaping the level of connectivity and cohesion among network members. It represents a valid organizational system able to sustain some activities and to reach effects generating innovation outcomes. This issue is tackled introducing a new framework in which we propose a network model as prerequisite for our hypothesis. The analysis is focused on inter-organizational innovation networks characterized by the presence of hubs, semi-peripheral and peripheral members lacking hierarchical authority. We sustain that the features of a network, bringing to synchronization phenomena, are extremely similar to those existing in innovation network characterized by the emergence of choreography. The effectiveness of our model is verified by providing a real case study that gives preliminary empirical hints on the network aptitude to perform choreography. Indeed, the innovation network analysed in the case study reveals characteristics causing synchronization and consequently the establishment of choreography.
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