Abstract
Purpose This study aims to present a theoretical analysis on the capabilities (at the organizational) and skills (at the individual level) of the hub organization (orchestrator) in an innovation network. Design/methodology/approach The authors conducted literature reviews on the orchestration of innovation networks; and networking capabilities. Findings This study presents a theoretical model and a research agenda. Originality/value In interorganizational relations, a central actor can stand out the role of intentionally creating, extracting and distributing value in the network, generating gains for all members. Literature recognizes this set of intentional and deliberate actions as the “orchestration” of resources in the network. Despite the increasing interest regarding the theme, the phases and specific capabilities for orchestration still lack further investigation.
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