Open-System Orchestration as a Relational Source of Sensing Capabilities: Evidence from a Venture Association

Question

1. What contributions have the authors mentioned in the paper "Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association" ?

2. What are the future works mentioned in the paper "Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association" ?

3. What did the WT do to encourage embeddedness among its members?

4. What did the WT team do to facilitate propinquity?

Accepted Answer

The authors refer to this type as “ open-system ” orchestration, as opposed to the commonly studied “ closed-system ” type performed by hub firms.. By doing so, the authors also offer empirical substantiation and theoretical elaboration to the idea that dynamic capabilities might not reside exclusively inside firms, but could be co-created relationally with other parties in the business ecosystem.

Accepted Answer

By selecting and examining orchestrators engaged inboth types, future researchmay explore inmore depth the extent to which the related processes are compatible or can be made so.. Future research may also extend their efforts to examine the implications of open-systemorchestration on the design of new business models ( e. g., BadenFuller & Haefliger, 2013 ) and the development of effective leadership ( e. g., Nonaka & Takeuchi, 2011 ), which Teece ( 2010 ) and Martin ( 2011 ) explicitly identified as key micro-foundations of, respectively, seizing and reconfiguring dynamic capabilities.. Further investigation regarding how these types of organizations help firms address tensions between different classes of dynamic capabilities is needed to advance their understanding of their relational foundations.

Accepted Answer

WT nurtured embeddedness among its members by organizing associative activities during the year aimed at strengthening relationships among members even outsidematchmaking events, and building a sense of community that supported a collaborative attitude.

Accepted Answer

WT facilitated spatial propinquity through the overarching setting of B2BMatch-events: thousands of participants were in the same exhibition space of 35,000 sq.m. at the same time and engaged in a variety of complementary social activities including mixers, dinners, happy hours, and the like.

Accepted Answer

Arikan and Schilling also note that business associations “play a highly important role in strengthening/enforcing [. . .] trust and institutional norms of cooperation that create a logicofmutualism in exchange relationships” (Arikan & Schilling, 2011: 788).

Accepted Answer

In their recent work, Reinecke and Ansari (2015: 641) highlighted the importance of organizations engaging in temporal brokerage to address paradoxical tensions between “competing for the present (exploitation) and preparing for the future (exploration).”

Accepted Answer

Converging evidence from their interviews and fieldobservations suggests that the four orchestration processes presented earlier enhanced and energized members’ search for business opportunities by diffusing assumptions of mutual trustworthiness among participants to the event, by enhancing their organizational self-awareness, and by promoting conditions for a positive emotional experience (see Table 7 for illustrative quotes).

Accepted Answer

Their findings also draw attention to the important role that open-system orchestrators may play in helping members sharpen their “entrepreneurial identity” (Navis & Glynn, 2011)—that is, their understanding of what makes them and their ventures unique and distinctive—to support the exploration of opportunities for collaboration.

Accepted Answer

It could be argued, for instance, that firms that invest considerably in searching for a broad range of new opportunities may lack the focus and coordination required to successfully reconfigure their activities.

Accepted Answer

In part, during these events, they gently prompted more reluctant members to engage with other participants or introduced them personally until they gained sufficient confidence to do so independently.

Accepted Answer

WT did so by organizing the exhibition areas during the events in a way that exposed members to others possessing matching resources and skills (to encourage comparison and further selfreflection) or complementary ones (to encourage joint endeavors).

Accepted Answer

WT attempted to achieve this openness by collaborating with local steering committees in the co-development of the initiative and inits promotion to potential new members.

Open-System Orchestration as a Relational Source of Sensing Capabilities: Evidence from a Venture Association

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Most frequently asked questions

1. What contributions have the authors mentioned in the paper "Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association" ?

2. What are the future works mentioned in the paper "Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association" ?

3. What did the WT do to encourage embeddedness among its members?

4. What did the WT team do to facilitate propinquity?

5. What is the role of business associations in promoting mutual trustworthiness?

6. What is the significance of temporal brokerage?

7. What is the effect of the orchestration processes on members’ search for business opportunities?

8. What is the role of open-system orchestrators in helping members sharpen their entrepreneurial identity?

9. What is the main argument that firms that invest in searching for a broad range of new opportunities?

10. What did they do to encourage more reluctant members to engage with others?

11. How did the WT organize the exhibition areas?

12. How did the WT team achieve this openness?

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Citations

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Connecting the Parts with the Whole: Toward an Information Ecology Theory of Digital Innovation Ecosystems

References

The wise leader.

Relational agency Relational sociology, agency and interaction

Organizational Sponsorship and Founding Environments: A Contingency View on the Survival of Business Incubated Firms, 1994-2007

A Matching Theory of Entrepreneurs' Tie Formation Intentions and Initiation of Economic Exchange

Unlocking Knowledge Transfer Potential: Knowledge Demonstrability and Superordinate Social Identity

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