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The research question is how can a company implement a circular innovation in a supply network context? Leveraging the main conceptual and interpretative models of the industrial marketing and purchasing thinking, this study aims to investigate the interplay between the process of circular innovation development and the changes in the structure and dynamics of the supply network in which innovation takes place.

This research applies a case study design focusing on participant interaction dynamics. The case relates to an industrial company producing an innovative coating solution for compostable packaging. The data used to develop the case study came from multiple sources but primarily from semistructured interviews that cover the implementation of the circular innovation and the configuration of the circular network.

The dynamics of interconnected relationships can configure a circular network that interconnects business and non business actors through vertical, horizontal and heterogeneous relationships. The network configuration is supported by the new mobilizer actor that facilitates the sharing of circular knowledge within the circular network, together with the sharing of a market orientation and entrepreneurial orientation within the supply network, through the educational learning path.

This paper aims to contribute to a new understanding of how circular innovation can be developed, adopted and diffused. In a network, when circular innovation takes place, the focal issue is not the new product or technology in itself but how such innovation is developed and implemented by and through the reconfiguration of the business and non-business relationships into circular network.

This paper aims to investigate how orchestration mechanisms characterizing meta-organizations can support sustainability-oriented innovation (SOI) leveraged by digital transition.

This study adopted a qualitative approach. The authors collected qualitative data from 41 in-depth interviews with key informants, participatory longitudinal observations and secondary data analysis related to a digital innovation hub (DIH) and its network.

The findings reveal how meta-organizations, such as DIHs, advance SOI – considering the potentialities of digital technologies – through four orchestration mechanisms: collaboration platform setup, SOI resource arrangement, SOI process enablement and SOI scale-up. Each mechanism is founded on recurrent SOI practices identified as aligning, assembling and progressing, and each is characterized by specific activities that depend on meta-organizations’ evolutionary purposes related to the stages of the creation process. The activation of mechanisms concerns a process outlining three sequential evolutionary trajectories: for assessing and regulating interaction, for promoting and coordinating collective action and for creating a collective identity.

This study contributes to meta-organization and orchestration research oriented toward SOI and leveraged by the digital transition, and considers the distinctive orchestration mechanisms and practices required to support SOI leveraged by the digital transition. Differently from previous research on orchestration and meta-organizations, this study considers the time perspective, and thus, the sequentiality of mechanisms (evolutionary trajectories) to achieve the purposes characterizing the stages of meta-organizations’ creation process.

This paper aims to investigate the role of relational governance in innovation platform development, specifically investigating the context of living labs.

Two longitudinal case studies are presented, derived from auto-ethnographic narratives, qualitative interviews and secondary documents, which cover the critical stages in the development of each living lab.

Empirical insights demonstrate the relevance of coordination activities based on joint planning and activities to support innovation platform development across different stages. The governance role of research actors as platform activators is also identified.

The paper offers a useful perspective for identifying collective goals between living lab actors and aligning joint activities across different stages of living lab development.

The case provides insights into the challenges and opportunities for collaboration between academia, industry and users to support sustainable construction innovation.

A relational governance mode is identified, going beyond top down or bottom up approaches, which contributes a new understanding of how collective goals align within a relational space.