The article is structured as follows. The first part sets forth the theoretical framework and explains the need to expand the network analytical unit to embrace the network portfolio approach. The second part expounds the case study and the methodology adopted. Part three discusses the research findings, contending that the individual analysis of the 44 networks studied can be improved by pinpointing a hub of power common to them all. In this instance, the hub of power is the supra-local organisation which is taken to be the focal organisation when interpreting the network portfolio. The final conclusions reached are set forth in the last part along with several recommendations and possible lines of future research.

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