Purpose This study aims to empirically examine how Hungarian-accredited innovation clusters leverage strategic and innovation capabilities to promote market-oriented innovation through enhanced intra-cluster cooperation, particularly under conditions of declining and inconsistent state support. It examines how strategic capabilities, rather than external support, enable clusters to maintain competitiveness and orientation. Design/methodology/approach A mixed-methods approach is used, combining qualitative and quantitative analyses. The qualitative phase involved interviews with key cluster stakeholders, which helped develop the hypotheses and scale items. The quantitative phase surveyed 120 member companies across diverse industries, including information and communications technology, healthcare and machinery. Factor analysis and correlation analysis were employed to assess the relationships between strategic capabilities, intra-cluster cooperation and market orientation, ensuring methodological rigor. Findings The results show that strategic and innovation capabilities significantly improve intra-cluster cooperation, which positively impacts market orientation. Effective coordination and information flow among cluster members are essential for market-driven innovation outcomes. However, a weaker focus on competitor orientation emerged, highlighting an area for improvement in clusters’ strategic focus. The research demonstrates how clusters can sustain innovation through internal collaboration and capabilities, even with fluctuating external support. Originality/value This study adds to the theoretical discourse on market-oriented innovation by providing empirical evidence from Hungarian clusters, a context underexplored in prior research. It extends existing market orientation frameworks by showing the importance of intra-cluster cooperation and internal capabilities for maintaining market relevance, especially in emerging markets. The findings offer practical insights for cluster managers and policymakers on fostering innovation when state support is inconsistent.

Purpose The paper aims to propose the definition of individual orchestration competence concept and the identification of its main attributes for orchestrating innovation ecosystems. Design/methodology/approach A literature review was conducted, from 2006 to 2024, considering Dhanaraj and Parkhe (2006) as a theoretical-conceptual framework, in Scopus and Web of Science databases. Seminal articles, books, articles and references cited in the selected articles were also used. Findings In this research, we highlight the need for competence for orchestrators to work in an innovation ecosystem. For this, we propose individual orchestration competence and its attributes. Next, we propose the Individual Orchestration Competence Theoretical Model in Innovation Ecosystem. Research limitations/implications The results advance the field of orchestration by promoting the expansion of the network and ecosystem orchestration model, from the perspective of orchestrators’ roles and activities and orchestration dimension, to an ecosystemic and dynamic orchestration competence model. Practical implications As theoretical contributions, the proposition of individual orchestration competence concept and its attributes. Also the expansion of the existing theoretical model to a competence approach. As managerial contributions, we highlight the orchestration competence required of innovation ecosystem orchestrators. Social implications Social implications are promoted as orchestrators understand their importance in the innovation ecosystem. Originality/value The orchestration literature has focused on its roles, activities and dimensions. Recently, the different orchestrators’ roles have been discussed, but little progress has been made. Therefore, this study has the novelty of exploring individual level – the orchestrator –, proposing an individual orchestration competence model.

IntroductionResearch and academic practice have shown that resilience is a desirable characteristic of an organization.Resilience is the ability of an organization to adaptively respond, recover and create innovative business methods when facing threats and constraints due to unexpected events and abrupt changes (Linnenluecke, 2017).Despite early empirical findings (e.g.Bristow & Healy, 2018;Foug ere & Meril€ ainen, 2021), results on the role of innovation in promoting resilience for businesses and societies, in general, remain uncertain.The global COVID-19 pandemic has exposed the lack of resilience of many communities and businesses worldwide, shedding light on the pressing need to explore how innovation, both at the organizational and societal level, can supportor undermineattempts to build long-term resilience.Thus, resilience has gained strength in organization studies in recent years (Hillmann & Guenther, 2021).However, there are still many obstacles to be overcome.Resilience is a multi-level phenomenon that can be assessed from different perspectives (i.e.individual, organizational, industrial, regional or country), creating many definitions that challenge research and practice (Horgan & Dimitrijevi c, 2018;Linnenluecke, 2017).Thus, the ambiguity of the concepts is widely criticized for lacking an accepted or consistent definition and conceptualization (see Linnenluecke, 2017 for an exciting review).Even more critical to the concept is the understanding that resilience is determined by a single organization's capabilities, relationships and interactions with actors in its external environment.Thus, measuring resilience can be challenging and remains an opportunity for researchers.Resilience and innovation often express themselves "hand-in-hand" in organizations.However, innovation is fairly well-studied in organization studies and management, unlike resilience.Innovation can be driven by market-related demands (profit) and nonmarket demands (social and environmental).It spurs change and allows a quick response to changing variables in the environment of firms and other organizations, connecting it to resilience arguments.In the context of extraordinarily complex and multi-faceted challenges, organizations implement different capabilities and expertise to reduce short-and-long-term risks (Al-Omoush, Ribeiro-Navarrete, Lassala & Skare, 2022;Hilmersson & Hilmersson, 2021).The development of new products or services through radical or incremental changes directed to processes or products (McKeown, 2008), the entry into different markets or the complete reformulation of a company's business model are typical results of business efforts in response to crises.Thus, innovation emerges as the recipe for success and survival and helps strengthen an organization's resilience.

PurposeIn the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.Design/methodology/approachThe authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.FindingsThe results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.Practical implicationsCompanies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.Originality/valueThe findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.

PurposeThis paper aims to analyze the evolution and interaction over time of the functions of a technological innovation system (TIS) based on the concept of an innovation motor.Design/methodology/approachIt is a case study of the innovation system associated with the technology for producing cage-free pullets for laying eggs in Pelotas/Rio Grande do Sul (RS).FindingsThe motors proposed by the TIS approach evolve sequentially and are associated with cumulative causality mechanisms. The study's results identified two functionalities: analysis of the chain as a whole and coordination of the actors involved in the system. The study's results also identified the presence of inflection points at the beginning of each of the motors.Research limitations/implicationsThe absence of a more accurate detailing of the market motor in discussions of the evolution of the motors and functions of TIS cage free Pelotas.Practical implicationsInnovation Motors as a new guiding approach for participatory innovation initiatives in rural areas.Originality/valueApplication of the TIS approach in agribusiness and proposition of two new functions for motor analysis, in addition to including inflection points as activation triggers in the evolution between motors.

PurposeThe onset of a crisis demands that businesses respond quickly and effectively. So, it might be helpful to examine the effect of business model innovation and how to increase its impact on better crisis management. This study aims to discuss the aforementioned objectives.Design/methodology/approachThe present study is applied in terms of aim and a quantitative descriptive survey regarding the data collection method. The structural equation model with the partial least squares approach and Smart PLS 3 software was used for the structural analysis of the questionnaire.FindingsThe findings revealed that business model innovation could lead to better crisis management. In addition, the components of entrepreneurial capability, resilience and business performance played a mediating role.Research limitations/implicationsSome factors may mediate the effect of business model innovation on crisis management. Thus, future research can investigate them and identify their impact.Practical implicationsThe present study suggests that managers should re-examine business model processes and make them innovative to improve crisis management.Originality/valueThe present study examines the factors that affect crisis management with an emphasis on innovation, assesses the impact of mediating factors in this regard and attempts to provide a model to facilitate better crisis management.

PurposeThe paper describes patterns of study on innovation in the regional economic resilience literature regarding methods and findings.Design/methodology/approachThis study is a descriptive one and it uses, as a method, the scoping review based on Scopus and Web of Science databases. Forty-eight theoretical-empirical papers were thematically coded, and analyses were conducted using R packages and MaxQDA.FindingsInnovation has been used narrowly in the regional resilience literature, considering the variables, the types of shocks and the analyzed loci. From the sampled papers, this study suggests that, depending on the operationalization, the addressed relationship can be positive or negative, which still needs further investigation. In addition, the study identified two lines of research. The first, characterized by quantitative research, secondary sources and multivariate analyses, focuses on testing predictive regional resilience models based on innovation-related variables. The second, characterized by qualitative or multi-method approaches, is more concerned with explaining the knowledge accumulation and the learning capacity related to regional innovation.Research limitations/implicationsThe paper’s findings show a restricted view of the innovation–resilience relationship. Although this study does not present a meta-analysis, it reveals gaps for future research. Some suggestions can be highlighted, such as (1) expanding knowledge about innovation as a predictor of resilience, (2) the theoretical development of this relationship to guide empirical investigations and (3) studies that consider the meso or micro level, approaching the role of actors in fostering innovation in the regional resilience process.Originality/valueThis paper fulfills an identified need to investigate how innovation has been operationalized in regional resilience empirical research.

PurposeThe study aims to understand how dynamic capabilities (DCs) contribute to business model innovation (BMI) in sustainable family farming. The agrifood sector has been seeking solutions for the development of agroecological markets. Thus, the authors have analyzed the challenges imposed to innovation and sustainability strategic management and the value proposition to sustain the business over the years.Design/methodology/approachConsidering the complexity of organizations and through an exploratory multiple case study of initiatives identified in the Organic Fair of Curitiba’s Passeio Público, it was possible to analyze the evolution of the business models (BMs) and the fair itself. Furthermore, it was possible to identify the DCs within the influence of agroecosystem elements on the innovation development.FindingsAnalyzing each case individually, the authors understood the different dimensions of the evolution of BMs considering the organizational complexity. The authors conclude that the balance between organizational practices and changes in the environment, engagement and learning plays a significant role in the developing competitive advantage. The same applies to the patterns that precede the development of DCs and BMs.Originality/valueThe article investigates innovation in agroecological BMs from a dynamic capability perspective. The agroecological BM is a subject that is still little discussed in the literature. In addition, the authors chose a context that includes socioenvironmental aspects and a few specificities of family farming in Brazil.

PurposeThe purpose of this paper is to analyze the process of why a Brazilian digital startup company reached unicorn status the fastest.Design/methodology/approachAfter the literature review, the authors conducted the questionnaire containing 13 questions used in 18 in-depth interviews conducted in the case study. Saturation point combined with the independent and in-depth analysis of the researchers is used to achieve internal and external validity. The primary data collected underwent an analytical approach, followed by a resource-based view (RBV). RBV does not deal with time. There is a gap in the literature and an opportunity here: to analyze the fastest company to become a unicorn under the RBV lens.FindingsThe case reveals that value can be found in traditional sectors, as is the case of the real estate sector. This is a case of a company in the direct home-buying space.Practical implicationsThe contribution of this paper is both practical, with the seven lessons, and theoretical. Resources allocated to a specific context in a specific geographic region shift the attention away from the absolute value of resources to the timing of aggregating them. Thus, the contribution accounting for time is new to the RBV.Originality/valueThe originality lies in the analysis of the dynamics of digital businesses with exponential growth.

PurposeThis study analyzed the multilevel barriers and facilitators of technological eco-innovations.Design/methodology/approachThe authors carried out an in-depth case study in a Brazilian cosmetics company, recognized for its eco-innovative initiatives, which has the technological eco-innovation of products as a central sustainability strategy.FindingsThe results contribute to the existing literature, showing that multilevel analysis is effective for minimizing barriers and increasing facilitators, especially through the company's adoption of an eco-innovation strategy and planning methodologies. The authors identified four groups of barriers: market, raw material, governmental and company's internal factors; and four groups of facilitators: legislation, market and technological innovation, communication and environmental management.Originality/valueThe original research results contribute both to the literature and to the companies that aim to implement eco-innovative measures. The results showed that the adoption of innovation strategies and planning methodologies by the company can minimize barriers and enhance facilitators. In addition the fact is that barriers and facilitators of implementing eco-innovations are dynamic factors that require continuous monitoring since they can be a barrier in one circumstance and a facilitator in another.