Resource orchestration for innovation: the dual role of information technology

Li, Mingwei; Jia, Suling

doi:10.1080/09537325.2018.1443438

Cited by 62 publications

(31 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Recent literature has stressed the importance of orchestrating firm resources to promote innovation (Carnes et al, 2017;Lamont et al, 2018;Candi and Beltagui, 2019;Nemeh and Yami, 2019) by arguing that innovation 'from technological capabilities depends on alignment among activities in the organization' (Candi and Beltagui, 2019, p. 64). According to Carnes et al (2017, p. 472), resource orchestration provides a structured framework describing 'how firms orchestrate their resources to create innovation', and the resource orchestration framework has attracted considerable interest in innovation research (Wu et al, 2008;Wright et al, 2012;Carnes and Ireland, 2013;Li and Jia, 2018;Cui et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Andersén¹,

Ljungkvist²

2020

R & D Management

View full text Add to dashboard Cite

The resource orchestration concept has attracted considerable interest in contemporary innovation research. However, resource orchestration is a manager-centric framework and not all of its components necessarily reflect the value-creation processes of organizations focusing on team-based innovation. Drawing on a single-case study of an innovative Swedish software company, we illustrate the roles of autonomous teams, customers, and top managers in orchestrating resources for team-based innovation. Moreover, we introduce the concept of resource flocculation to describe how key actors co-orchestrate various resource orchestration processes. The study contributes to research on resource orchestration by adapting the model to the conditions characterizing team-based innovation, and to research on team-based innovation by addressing how innovative teams are related to overall resource orchestration processes and, ultimately, organizational innovation outcomes. Resource orchestration for team-based innovation

show abstract

Section: Introductionmentioning

confidence: 99%

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Andersén¹,

Ljungkvist²

2020

R & D Management

View full text Add to dashboard Cite

show abstract

“…Companies can achieve a competitive advantage over their competitors by incorporating in terms of cost improvement and differentiation [106]. The survival of new technology-based start-ups benefits from the synergetic effect of combining resources [107]. Three approaches have been recognized as applicable to all businesses: cost leadership strategy, differential strategy, and focus strategy.…”

Section: Competitive Advantagementioning

confidence: 99%

Start-Up Ecosystem (StUpEco): A Conceptual Framework and Empirical Research

Ziakis

Vlachopoulou

Petridis

2022

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

Start-up development, success, and sustainability are affected by contextual factors that constitute a regional entrepreneurship ecosystem. Based on previous literature, we propose the conceptual framework Start-Up Ecosystem (StUpEco) that highlights the contextual drivers of a start-up business affected by the entrepreneurial ecosystem entities involved within the quadruple helix model. Furthermore, the proposed framework is tested according to the perceptions of Greek start-uppers through an empirical survey. According to our findings, the start-uppers’ motivation is explained mainly through opportunity rather than necessity. The study identifies government issues, such as tax incentives and acceleration of starting procedures, availability of funding opportunities, connectivity of stakeholders, entrepreneurship education, previous start-up experience, incubator support, as well as mentoring, as the most significant issues affecting the successful development of start-ups.

show abstract

“…Both theories help us delve deeper into two aspects of digital transformation: resource management and management capabilities. Resource orchestration assumes that managers perform an active role in the development of capabilities and resources, thus building the combination of resources, capabilities and managerial foresight leading to various organizational outcomes [38,39]. While DMC embodies the importance of managerial intent, routines, and capabilities in influencing the restructuring of a company's resource base [38].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…These perspectives are considered useful in theory because they explicitly address how entrepreneurial and managerial actions contribute to adapting and changing the resources, processes and structures that are required when a company engages in digital transformation through a coherent digital transformation strategy [42]. Thus, we develop a concept linking digital orientation and digital capabilities with digital transformation, applying the perspectives of resource orchestration and dynamic management capabilities [8,[31][32][33]39,43].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

SMEs' Digital Transformation Facilitated by COVID-19

Rupeika-Apoga¹,

Petrovska²,

Bule³

2022

Preprint

View full text Add to dashboard Cite

The COVID-19 crisis has emphasized the importance of digital transformation of SMEs and has served as an accelerator. Digital transformation empowers SMEs to rethink the way they make decisions and apply technology in meaningful and sustainable ways. The purpose of this study is to explore the role of digital transformation, fostered by COVID-19, and its potential contribution to the sustainability of SMEs. This paper examines a new conceptual framework designed on resource-based theory perspectives by using a survey data of 246 SMEs in Latvia and employing mediation analysis. The main findings of the study are that digital orientation and digital capability have direct positive effects on digital transformation; higher levels of digital orientation and capability, mediated by digital transformation, lead to higher revenue; as well as a more sophisticated business model in the case of digital orientation. Even if we cannot confirm that higher digital capability, mediated by digital transformation, leads to a more sophisticated business model, we found statistically significant direct effects from digital capability to digital transformation and from digital transformation to business model. These findings can be useful for policymakers, managers and practitioners to clarify how digital orientation, digital capability intermediated through digital transformation affect sustainability of SMEs.

show abstract

Resource orchestration for innovation: the dual role of information technology

Cited by 62 publications

References 37 publications

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Start-Up Ecosystem (StUpEco): A Conceptual Framework and Empirical Research

SMEs' Digital Transformation Facilitated by COVID-19

Contact Info

Product

Resources

About