Resource orchestration capability for innovation: towards an empirically validated measurement framework

Abstract

PurposeThe purpose of this research is to conceptualize, define and measure resource orchestration capabilities of R&D teams pursuing advanced scientific research and technological innovation at public-funded R&D organizations in India.Design/methodology/approachA series of five mutually exclusive studies were designed over two years to develop and validate the ROCI scale within public research and development (R&D) organizations pursuing advanced scientific research and technological development in India. The first three studies address the refinement, reduction and rationalization of items for measuring the ROCI construct. The next study explores the factor structure underlying the ROCI construct whereas the subsequent one confirms the three-factor structure within empirical settings.FindingsThe resource orchestration capability towards innovation (ROCI) construct reflected through three sub-dimensions namely – adaptive structuring capability (ASC), synergistic leveraging capability (SLC) and decentralized decision-making capability (DDC), each loaded with their respective items can be used for capability measurement in public-funded R&D organizations.Practical implicationsR&D managers can use this ROCI scale to measure, monitor and improve the innovation-oriented resource orchestration capabilities of their R&D teams and help them improve their innovation performance.Originality/valueThis research contributes to the extant literature on resource orchestration for innovation management in three unique and original ways – theoretically-grounded conceptualization, empirical measurement and rigorous validation through multiple studies conducted in public-funded R&D organizations in India.

Strategy for sustainable supply chain transformation: a resource orchestration perspective

“…breadth, life cycle and depth). Since its introduction, the ROP has been deemed an effective approach in various domains, such as operations strategy (Zeng et al, 2021;Yoshikuni and Dwivedi, 2023), innovation management (Li and Jia, 2018;Cui et al, 2022;Tikas, 2023;Yoshikuni et al, 2024a),…”

“…, 2021; Yoshikuni and Dwivedi, 2023), innovation management (Li and Jia, 2018; Cui et al. , 2022; Tikas, 2023; Yoshikuni et al. , 2024a), performance management (Kamasak, 2015; Hughes et al.…”

Strategic knowledge, IT capabilities and innovation ambidexterity: role of business process performance

“…Thus, this empirical study based on the resource orchestration (RO) (Tikas, 2023) of SK and ITC enables the bricolage to attend to different types of strategies to balance explorative and exploitative operational activities to firms compete under a higher turbulence environment through ambidextrous innovation. Queiroz et al (2018) argue that it is essential to investigate if and how the effects of environmental uncertainty factors influence the orchestration resources of IT capabilities and SK through different strategies to create ambidextrous to compete under uncertain turbulent environments.…”

“…The research is based on the RO view, as an extension of the resource-based theory, whereby the incorporation of asset orchestration and resource management arguments (Miao et al ., 2017; Sirmon et al ., 2011; Tikas, 2023), which covers strategic accomplishment associated to the advance knowledge to realize the strategic planning alignment with ITC throughout the firm to enhance BPP and IAM.…”