| dc.description.abstract | This paper analyzes the orchestration of innovation networks in Brazilian Living Labs for the development of social innovations. To answer the research question and objectives, it was sought in Resource-Based View - RBV contributions to better understand how the shared resources in innovation networks in Living Labs Brazilians in the development of social innovations are managed and deployed. As case studies, we selected three Brazilian Living Labs: the Living Lab Habitat (Vitória, Espírito Santo), o Corais (Curitiba, Paraná) and the TransLAB (Porto Alegre, Rio Grande do Sul). The evidence came from three different sources: documents or records, access to different media, including social networks and semi-structured interviews. Data were analyzed according to categories of contextual analyzes concerning social innovation and Living Labs and specific about the "orchestration innovation networks". In general, the study contributed to the existing theory in four ways: (i) standardizing the debate on the field of study on social innovation; (ii) reflecting on the emerging Brazilian Living Labs and its emphasis on developing social innovations; (Iii) creating connections between the idea of an orchestrator and the notion of "resource orchestration" and the set of specific processes and tasks, called "orchestration innovation networks", and (iv) promoting the understanding of how Living Labs surveyed lead to "orchestrating innovation networks" for the development of social innovations. More specifically, this study provides: a) the presentation of a concept called "social innovation networks", b) the construction of a conceptual framework of social innovation c) understanding the concepts of Living Labs, d) the suggestion of a definition for Living Labs, e) the emergency context illustration of Living Labs in Brazil, g) the identification of an additional process in orchestrating the innovation network, called co-creation, enhanced by three specific tasks: empowerment, involvement and closeness with stakeholders, h) the inclusion of social innovation discussion in the RBV. It also enables the Living Labs managers build a framework of understanding to improve its management regarding the social innovation networks from the reports presented in this study and new insights obtained. | |
