Corporate networks can help respond flexibly to environmental dynamics. However, networks are not only a means to cope with environmental change but also victims of it, as they are subject to constant change due to their high inherent dynamics. Research has so far hardly addressed the complexity of network change. Victor Tiberius examines the influencing factors and internal processes involved in the transformation of networks. He analyzes the significance of determinism, voluntarism, and chance, and reviews ten theoretical approaches, from which he derives a behaviorally oriented, integrative process model of network change that distinguishes between collective cognitive and active components. The model is ultimately illustrated through three case studies.