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-structuredinterviews being conducted with client representatives and project partners from four completed constructionprojects.Findings – Thisstudy shows how the orchestration of ecosystemsfor value co-creation in construction includesactivities 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 thetransition from exploitation to exploration. Yet, the activities are not exclusive in this sense but entail varyingdegrees of exploration and exploitation. We show how a small public client firm that commissions new projectsand ownsits building stock can successfully orchestrate such activities. Guided by an internalstrategy and longterm commitment, the firm assumesthe role of a focal bridging actor and engages with multiple actorsin all threetypes of systems. We identify key factors contributing to client success in achieving high innovation ambitions:finding suitable partners,fostering strong relationshipsthroughout and among projects, continuously testing andcapturing learning from innovation, and engaging with the industry.Originality/value – This study shows how varying degrees of exploration and exploitation activities inbusiness, knowledge, and innovation ecosystems within and across projects contribute to value co-creation inconstruction. We show how a small public clientfirm that commissions new projects and ownsits building stockcan successfully orchestrate such activities by taking an active role as a focal firm, bridging different types ofecosystems for value creation from innovation. © Charlotta Winkler, Petra Bosch-Sijtsema and Eugenia Perez Vico