Sluggish, but innovative? Orchestrating collaboration in multi-stakeholder networks despite low commitment

Formas de orquestração da inovação em arranjos produtivos locais

“…In this line, the main reason for organizations to be networked is the search for innovative competitive advantage (DACIN; DACIN; TRACEY, 2011; VAN WIJK et al, 2013) and learning (HENRY;MOLLERING, 2022;AARIKKA-STENROOS et al, 2017;ARMILA;BLOMQVIST, 2009). Given the theoretical framework presented, two hypotheses are raised to be confirmed or refuted in this study:…”

“…These interorganizational relationships form networks with links between several actors who collaborate and engage to deal with common problems, produce innovative solutions or even become stronger in a given market ( VAN WIJK et al, 2013). In addition, through networks it is possible to exchange resources, knowledge, foster creativity to overcome the challenges of scale (DACIN;DACIN;TRACEY, 2011;HENRY;MOLLERING, 2022).…”

“…Given the wide range of interests and actors that are involved in networks, orchestration mechanisms are needed to promote commitment, engagement and trust, especially when the network is at an earlier stage (PAQUIN; HOWARD-GRENVILLE, 2013). In this scenario, as Henry and Mollering (2022) point out, the figure of an orchestrator is necessary to manage the various stakeholders. According to the authors, although many networks are highly dynamic and aligned, others are slow, which will require a greater presence of the orchestrator.…”