Resource orchestration in innovation ecosystems: a comparative study between innovation ecosystems at different stages of development

Abstract

Objective of the study: The present study aimed to answer the following question: How are resources orchestrated to generate innovation in innovation ecosystems?Methodology/Approach: An exploratory qualitative research was conducted through documentary analysis, non-participant observation, and in-depth interviews with actors from two Brazilian ecosystems in different stages of development: 4th District (emerging) and Porto Digital (growth).Originality/Relevance: Innovation ecosystems can be understood as a set of resources that foster innovation. Current research suggests that even more important than resources is the articulation among them and the way they are orchestrated.Main Results: It was found that resource pooling characterizes the transition moment from the emergency stage to the growth stage.Theoretical/ Methodological Contribution: A direct relationship between resource orchestration and the stage of ecosystem development was identified.Social/Management Contribution: The importance of the orchestration role, as well as the presence of an orchestrating actor, was emphasized, and a framework of analysis on the orchestration of resources in innovation ecosystems was proposed.

The role of the hub-firm in developing innovation capabilities: considering the French wine industry cluster from a resource orchestration lens

“…Here, we extend the previous work by Heaton et al . (2019) and Bittencourt et al . (2021) on the role of a hub-firm in industrial ecosystems.…”

“…(2021) on the role of a hub-firm in industrial ecosystems. While Bittencourt et al . (2021) found that the hub-firm was necessary to improve resource use when comparing two ecosystems, we go beyond that finding by considering how the hub-firm operationalises project creation and inception of collaborative project teams (i.e.…”

“…Most recently, considering the ecosystem level, Bittencourt et al . (2021) examined two industrial ecosystems and found that it is vital to have a particular actor play the role of orchestrator as it improves the use of resources (Heaton et al.…”

“…Previous literature has described the functioning of the cluster, the qualities of the actors needed for collaboration in the cluster and the benefits of joining an industrial cluster, though less focus has been on the role of the lead actor that orchestrates resources among cluster members (Liu et al. , 2019; Bittencourt et al. , 2021).…”

“…Despite the importance of regional industrial clusters in improving the competitiveness of an industry or region, their role remains only partially examined, particularly going beyond the technology sector. Previous literature has described the functioning of the cluster, the qualities of the actors needed for collaboration in the cluster and the benefits of joining an industrial cluster, though less focus has been on the role of the lead actor that orchestrates resources among cluster members (Liu et al, 2019;Bittencourt et al, 2021). However, if the leader or key player in the cluster, referred to as "hub-firm" in this paper, creates an environment of distrust among cluster members, it may result in cluster failures or poor performance of cluster members (Kramer and Pfitzer, 2016;Porter and Kramer, 2011).…”