Orchestrator’s interaction in hub-teams facilitating innovation network co-creation
Purpose The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and activities; and the hub-team concept. This framework is illustrated by a case study of an orchestrator hub-team facilitating cross-...
| Published in: | Journal of Business & Industrial Marketing |
|---|---|
| Main Author: | |
| Format: | Article in Journal/Newspaper |
| Language: | English |
| Published: |
Emerald
2020
|
| Subjects: | |
| Online Access: | http://dx.doi.org/10.1108/jbim-01-2020-0056 https://www.emerald.com/insight/content/doi/10.1108/JBIM-01-2020-0056/full/xml https://www.emerald.com/insight/content/doi/10.1108/JBIM-01-2020-0056/full/html |
| Summary: | Purpose The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and activities; and the hub-team concept. This framework is illustrated by a case study of an orchestrator hub-team facilitating cross-country and network co-creation in Northern Sweden, Norway and Finland. Design/methodology/approach The following two approaches are used: a conceptual approach that combines various source materials and concepts related to the “bricolage approach”; and an empirical approach that illustrates the conceptual framework using a longitudinal, qualitative, single-case study and the action research method. Findings By combining research related to three differing yet somewhat overlapping research perspectives, three facilitating orchestrator hub-team roles are identified, linked to orchestrator capabilities and activities relevant to innovative value creation in extensive networks including both private and public actors highlighting the role of people in networks. An orchestrator hub-team framework and five related activity categories are developed and introduced. Research limitations/implications This study contributes to research on the orchestration of innovative co-creation in extensive networks and network management by clarifying the facilitating orchestrator hub-team roles and their related capabilities and activities, and thereby describing the role of a centrally positioned hub-team. Practical implications The hub-team framework may bring structure and understanding to hub-teams, thus easing and enabling orchestration and value co-creation. Originality/value This study offers a further developed, integrated framework for intermediating the facilitating roles of a hub-team orchestrating extensive network and public/private co-creation. |
|---|