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

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.