This article focuses on issues related to shaping and optimizing the performance of interorganizational team performance as based on the proximity hypothesis. The aim of the paper is to show opportunities for improving the performance of interorganizational teams by maintaining appropriate levels of proximity in their various dimensions. The paper is divided into five parts. It starts with a brief introduction that demonstrated the important role of cooperation among organizations. In the second part, the significance of interoganizational teams in company performance is presented. A synthetic and cross–sectional presentation of the proximity concept forms the core of the third part. Attention is paid to the importance of proximity, identifying its various dimensions. The fourth part shows the relevance of these dimensions in the performance of interorganizational teams as well as the effectiveness of cooperation processes. Finally, conclusions are drawn.