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Research on performance management (PM) of networks and radical innovation has largely developed along two isolated paths. On the one hand, a growing body of knowledge addresses the use of performance management systems in the context of networks (notably for production and incremental innovation). On the other hand, radical innovation scholars have shown how innovation initiatives that are more uncertain demand the use of new approaches (e.g., new project management routines or different evaluative tools for portfolios). Some scholars even suggest that traditional PM may suppress radical innovation. Our study takes a different approach. It aims to bridge radical innovation and network performance management through a systematic review of the literature. Here, we adopt a hybrid approach that combines bibliometrics with content analysis. Whereas the literature often separates the issues of network performance management and radical innovation, our contribution expands the theory of network management and radical innovation by developing a conceptual framework based on these concepts, thus combining them. We also offer suggestions for further research on this approach. Our framework suggests that overall, the performance management of radical innovation networks presents different features (e.g., recursive rather than linear) and constructs (e.g., openness and unintended performance) from those of innovation network management.

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Purpose Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty. Design/methodology/approach Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems. Findings This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems. Practical implications Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems. Originality/value Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.