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The purpose of this paper is to investigate the influence of supply chain (SC) justice practices in shared value-supplier delivery performance relationship and the contingent role of trust in SC ecosystem operation.

The authors collect and analyze dyadic survey data from a marina resort SC ecosystem in Indonesia.

The results suggest the differential moderating effects of two types of perceived SC justice – perceived procedural justice and perceived interactional justice – on the relationship between shared value and supplier delivery performance. More specifically, we find that perceived procedural justice strengthens the shared value-supplier delivery performance relationship, but that perceived interactional justice weakens such a relationship. Furthermore, the findings demonstrate a positive three-way interaction effect between shared value, perceived SC justice and trust on supplier delivery performance.

The study is the first to introduce the role of SC justice practices in SC ecosystem operation. The authors examine how shared value interacts with perceived SC justice and trust in order to determine supplier delivery performance.

The objective of this research is to identify and characterize the coordination systems used by SME hub firms that are in a situation of dependence with respect to other members of their network, taking into account the influence of hub firm size.

Seven case studies were carried out: six innovation networks in which SMEs play a central role are compared with a “reference” case, in which the hub firm is a large company.

The authors' qualitative empirical analysis of seven innovation projects showed that: the sharing of benefits and the guarantees that are implemented vary depending on the hub firm's degree of dependence; trust and recourse to formal agreements differ according to hub firm size; and conflict solving is influenced by both hub firm size and degree of dependence.

Results have important implications for the management of innovation networks which are increasingly important for the development of SMEs. The knowledge of the adequate coordination mechanism is central for a SME hub firm and the success of the innovation project.

Investigations into the internal operation of inter‐organizational networks have become increasingly common. Nevertheless, empirical studies are still rare, particularly in the field of innovation networks and even more in the case of networks set up by small firms. This article partially fills this gap.

This research paper examines how hub firm transformation and restructuring of network partnerships shape the development of industrial clusters in China.

Questionnaire data were collected from 210 managers (response rate 70.9 percent) from the manufacturing industrial clusters in Eastern China.

The results inform that a cluster’s hub firm transformation influences the evolution of the cluster. Though the hub firm may possess transformation capabilities, the cluster is likely to be weakened if network partnerships and resource synergy are not formed amongst the cluster members.

This paper, in examining the individual- and firm-level attributes of orchestration capability and their interactions, sheds light on the firm level and inter-firm level relationships between resources and innovation in an industrial cluster.

To facilitate learning and the upgrading of firms within an industry cluster and promote a cluster’s innovation network, policymakers can initiate preferential policy measures to cultivate support to strategically transform a cluster’s hub firm, thus fostering cluster network growth.

The paper studies the evolution of clusters by investigating the hub firm transformation and member firm interaction. Focusing on the inter-firm network interactions lends a richer understanding of the nuances of the evolution of industrial clusters in Asia.

This paper explores how hub-firms in a regional industrial cluster orchestrate resources to enhance the innovation capabilities of member firms and how this role changes as innovation projects develop. The work advances our understanding of how innovation-oriented clusters can drive the collaboration process, support the development of member capabilities and achieve desired outcomes.

The research utilises exploratory case studies within an innovation cluster, where a hub-firm brings together different players for specific innovation projects. Using resource orchestration theory, the paper analyses six project cases to reveal the shifting roles and activities related to structuring, bundling and leveraging different resources for innovation capabilities particularly associated with improved quality and reputation for the firms and region.

The study reveals the important role played by the cluster hub-firm in structuring, bundling and leveraging resources to create and fund project teams. After project formation, a team member takes the role of an orchestrator to bundle further and then leverage the resources to achieve desired outcomes for the team and the region.

This work focuses on a wine industry but has implications for the success orchestration of other regional industrial clusters. Also, the lack of hub-firm interaction during the project process provides an opportunity to consider mechanisms for better guidance of the project team.

There are implications for practitioners for participating in and further improving the collaborative innovative process.

Policymakers can benefit from the study as the required practices for stimulating innovation capabilities and economic development in a region are discussed.

This research enhances understanding of the hub-firm's role in a regional cluster not only in orchestrating resources to create collaborative innovation projects but how the role shifts over time.

To stimulate further research aimed at understanding how value can be cocreated by participants in digital ecosystems, this paper draws attention to new ventures as focal actors in innovation ecosystems orchestrated by hub firms.

This is a conceptual article that imports the notion of network oscillation (a pattern of brokerage-closure-brokerage) from social network studies to the conversation on digital ecosystems.

One potential pattern that a new venture may pursue to increase its prospects of cocreating value in an innovation ecosystem includes: (1) brokerage to gain managerial attention from a business unit of the hub firm, (2) switching to closure to attract attention from the wider hub firm (e.g. headquarters) and (3) reverting to brokerage to pursue synergistic network expansion opportunities from the wider interfirm ecosystem.

The exploratory ideas in this paper can help advance both entrepreneurship and information systems research.

This paper offers preliminary ideas on egocentric network dynamics associated with a new venture partnering with a large ecosystem hub firm. Such a perspective is appropriate since achieving value creation through active partnering requires building and strengthening ties over time across the hub firm's ecosystem.

Network orchestration has received widespread attention from scholars engaged in network-relationship governance research. This study aims to explore progress in network orchestration research and future prospects.

In this study, 105 articles related to network orchestration from the Web of Science Core Collection Database for the period 2006–2022 are collected as sample data, and bibliometric relationship maps of network orchestration research are visually presented using the CiteSpace software.

First, this study presents distributions of articles, methods, journals, authors, institutions and countries/regions in network orchestration research. Second, based on a reference co-citation analysis, three articles are identified as the key literature in network orchestration research. Based on a keyword co-occurrence analysis, the hotspots are found to include studies related to overall network and individual levels. A cluster analysis reveals six themes: innovation ecosystem, sustainable development, product development, sourcing, hub firm and innovation network. From a burst detection analysis, three frontiers emerge: organisation, collaboration and governance. Finally, some future research directions are proposed and important issues are raised.

This study is the first to reveal the progress of network orchestration research using quantitative bibliometric methods, and it provides insights to scholars and offers practitioners with a better understanding of network orchestration.

The purpose of this paper is to advance supply chain network theory by applying theoretical and empirical developments in complex network literature to the context of supply chains as complex adaptive systems. The authors synthesize these advancements to gain an understanding of the network properties underlying efficient supply chains. To develop a suitable theory of supply chain networks, the authors look to mirror the properties of complex network models with real‐world supply chains.

The authors review complex network literature drawn from multiple disciplines in top scientific journals. From this interdisciplinary review a series of propositions are developed around supply chain complexity and adaptive phenomena.

This paper proposes that the structure of efficient supply chains follows a “scale‐free” network. This proposal emerges from arguments that the key properties of efficient supply chains are a short characteristic path length, a high clustering coefficient and a power law connectivity distribution.

The authors' discussion centres on applying advances found in recent complex network literature. Hence, the need is noted to empirically validate the series of propositions developed in this paper in a supply chain context.

If efficient supply chains resemble a scale‐free network, then managers can derive a number of implications. For example, supply chain resilience is derived by the presence of hub firms. To reduce the vulnerability of supply chains to cascading failures, it is recognized that managers could build in redundancy, undertake a multi‐sourcing strategy or intermediation between hub firms.

This paper advances supply chain network theory. It offers a novel understanding of supply chains as complex adaptive systems and, in particular, that efficient and resilient supply chain systems resemble a scale‐free network. In addition, it provides a series of propositions that allow modelling and empirical research to proceed.

This investigation provides an understanding of network orchestration as an impersonal, primordial driving force that challenges the view in organizational design that assigns human choice and deliberate intention a central role. The study highlights the importance of emerging strategy and the unintended consequence in bringing about a desirable outcome in MNCs’ efforts to coordinate and integrate globally dispersed capabilities. It is based on a longitudinal action research that embraces a period of transformational change between Vodafone and Ericsson to achieve cash synergies in mobile network operations globally. The findings indicate that enabling knowledge mobility, appropriating knowledge, and fostering network stability contribute to a successful economic performance as interactive, self-governing processes of network orchestration. Accordingly, we conclude that the processes of network orchestration must be understood as driven by choice sets taken while creatively coping with change rather than as primarily choice sets deliberately taken in the sequential pursuit of goals.

The purpose of this paper is to introduce a template to guide practitioners in the creation of multiple marketing plans that are intended to target different groups of stakeholders – some of whom are supportive, others adversarial, namely, the business-to-business (B2B) marketer’s agenda.

The methodology involved a combination of purposeful sampling, real-time participatory observation, action research and secondary data analysis. The main method of this research is analytical and conceptual with the objective of identifying the diverse groups of stakeholders with whom business marketers must interact.

In cases where multiple marketing plans were used for different stakeholder groups, B2B firms encountered lower levels of negative attribution from social network systems, mass media and subsequently public and governmental stakeholders.

This paper suggests the need for multiple marketing plans that target not only supportive customers but also neutral and adversarial stakeholders who represent a source of negative attribution because they have the potential to derail or even destroy the B2B firm’s marketing agenda. It is suggested that practitioners must also address those stakeholders who distrust or even dislike their firm and its marketing objectives.

The paper aims to put forward a transactional center approach to the four‐party logistics (4PL) development. For about ten years, the European logistics industry has indeed been undergoing massive changes by which dematerialized logistics service providers, also called 4PL, have become more and more important. Special emphasis is placed on their role of intermediary between the supply chain members, on the basis of the implementation of inter‐organizational information systems (IOS).

The paper goes over the research literature on 4PL referring to the info‐mediation and intermediation processes. The accent is on the electronic brokerage application and on the main hindrances to 4PL development. Three propositions are put forward concerning a relevant research program.

The findings in this paper show that understanding 4PL's strategy dynamics requires going into the specific details of the role of transactional center. Thus, thanks to the effective management of IOS, some 4PL could become the hub firms of network organizations. To do that, they will have to acquire a thorough expertise on selecting network members and monitoring supply chain interfaces.

In this paper a preliminary framework provides elements of discussion to enable a better understanding of the transformation process of the logistics industry. The interest for managers and academics is to illustrate how 4PL are becoming the agents for strategic change, while an excessive importance is usually attached only to manufacturers and large retailers in the academic literature.