Bridging knowledge, innovation and business ecosystems : a case of client's orchestration of energy innovation
(2025) In Smart and Sustainable Built Environment p.1-25- Abstract
Purpose – This study explores how a public client as a focal firm enables value co-creation through orchestration that includes navigating and bridging knowledge, business and innovation ecosystems. Design/methodology/approach – The research is based on qualitative methods, with 25 semi-structured interviews being conducted with client representatives and project partners from four completed construction projects. Findings – This study shows how the orchestration of ecosystems for value co-creation in construction includes activities within and across projects. While business ecosystem activities in projects tend to be exploitative, knowledge ecosystem activities are typically exploratory, and innovation ecosystem activities make up for... (More)
Purpose – This study explores how a public client as a focal firm enables value co-creation through orchestration that includes navigating and bridging knowledge, business and innovation ecosystems. Design/methodology/approach – The research is based on qualitative methods, with 25 semi-structured interviews being conducted with client representatives and project partners from four completed construction projects. Findings – This study shows how the orchestration of ecosystems for value co-creation in construction includes activities within and across projects. While business ecosystem activities in projects tend to be exploitative, knowledge ecosystem activities are typically exploratory, and innovation ecosystem activities make up for the transition from exploitation to exploration. Yet, the activities are not exclusive in this sense but entail varying degrees of exploration and exploitation. We show how a small public client firm that commissions new projects and owns its building stock can successfully orchestrate such activities. Guided by an internal strategy and long-term commitment, the firm assumes the role of a focal bridging actor and engages with multiple actors in all three types of systems. We identify key factors contributing to client success in achieving high innovation ambitions: finding suitable partners, fostering strong relationships throughout and among projects, continuously testing and capturing learning from innovation, and engaging with the industry. Originality/value – This study shows how varying degrees of exploration and exploitation activities in business, knowledge, and innovation ecosystems within and across projects contribute to value co-creation in construction. We show how a small public client firm that commissions new projects and owns its building stock can successfully orchestrate such activities by taking an active role as a focal firm, bridging different types of ecosystems for value creation from innovation.
(Less)
- author
- Winkler, Charlotta ; Bosch-Sijtsema, Petra and Perez Vico, Eugenia LU
- organization
- publishing date
- 2025
- type
- Contribution to journal
- publication status
- epub
- subject
- keywords
- Client, Construction management, Ecosystem, Energy innovation, Orchestration, Owner
- in
- Smart and Sustainable Built Environment
- pages
- 25 pages
- publisher
- Emerald Group Publishing Limited
- external identifiers
-
- scopus:105024600504
- ISSN
- 2046-6099
- DOI
- 10.1108/SASBE-11-2024-0466
- language
- English
- LU publication?
- yes
- additional info
- Publisher Copyright: © 2025 Charlotta Winkler, Petra Bosch-Sijtsema and Eugenia Perez Vico
- id
- aea1e2ff-59bb-4adb-b5b8-41af7021981d
- date added to LUP
- 2026-03-02 15:58:08
- date last changed
- 2026-03-02 15:58:43
@article{aea1e2ff-59bb-4adb-b5b8-41af7021981d,
abstract = {{<p>Purpose – This study explores how a public client as a focal firm enables value co-creation through orchestration that includes navigating and bridging knowledge, business and innovation ecosystems. Design/methodology/approach – The research is based on qualitative methods, with 25 semi-structured interviews being conducted with client representatives and project partners from four completed construction projects. Findings – This study shows how the orchestration of ecosystems for value co-creation in construction includes activities within and across projects. While business ecosystem activities in projects tend to be exploitative, knowledge ecosystem activities are typically exploratory, and innovation ecosystem activities make up for the transition from exploitation to exploration. Yet, the activities are not exclusive in this sense but entail varying degrees of exploration and exploitation. We show how a small public client firm that commissions new projects and owns its building stock can successfully orchestrate such activities. Guided by an internal strategy and long-term commitment, the firm assumes the role of a focal bridging actor and engages with multiple actors in all three types of systems. We identify key factors contributing to client success in achieving high innovation ambitions: finding suitable partners, fostering strong relationships throughout and among projects, continuously testing and capturing learning from innovation, and engaging with the industry. Originality/value – This study shows how varying degrees of exploration and exploitation activities in business, knowledge, and innovation ecosystems within and across projects contribute to value co-creation in construction. We show how a small public client firm that commissions new projects and owns its building stock can successfully orchestrate such activities by taking an active role as a focal firm, bridging different types of ecosystems for value creation from innovation.</p>}},
author = {{Winkler, Charlotta and Bosch-Sijtsema, Petra and Perez Vico, Eugenia}},
issn = {{2046-6099}},
keywords = {{Client; Construction management; Ecosystem; Energy innovation; Orchestration; Owner}},
language = {{eng}},
pages = {{1--25}},
publisher = {{Emerald Group Publishing Limited}},
series = {{Smart and Sustainable Built Environment}},
title = {{Bridging knowledge, innovation and business ecosystems : a case of client's orchestration of energy innovation}},
url = {{http://dx.doi.org/10.1108/SASBE-11-2024-0466}},
doi = {{10.1108/SASBE-11-2024-0466}},
year = {{2025}},
}