Innovation Orchestration Capability — Defining the Organizational and Individual Level Determinants

This paper explores orchestration capability as a concept defining the firm's ability to purposefully build and manage innovation networks. Due to the lack of empirical research on the subject as well as the focus on the organizational level in earlier studies, we approach the issue from a multi-level perspective. By utilizing expert panel discussions and an in-depth case study in an innovation network, we show that orchestration capability consists of both organizational and individual level determinants. Distinct capabilities and skills are identified and illustrated. Furthermore, we identify mechanisms suggesting that the two levels are interconnected in several ways.