Management Orchestration as a Relational Capability for Adaptive MSME Coordination in Malang
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Abstract
This article examines Management Orchestration as a relational capability that enables managers to align people, routines, digital tools, and external partners in resource constrained organizations. The research problem addressed in this study is how small and medium enterprises translate scattered resources into coordinated managerial action when they face market uncertainty, digital pressure, and limited internal capacity. The novelty of the study lies in the use of the term Management Orchestration to connect resource orchestration, dynamic capabilities, relational coordination, and digital transformation into a field based explanation of everyday managerial practice. The study uses qualitative field research in Malang, Indonesia, with semi structured interviews, non participant observation, and documentation involving fourteen informants selected through purposive and snowball logic. The findings indicate that adaptive coordination is shaped by three practical movements: reading weak signals from the market, arranging internal and external resources, and maintaining trust across actors. The results also show that orchestration is not merely a formal managerial function, but a negotiated capability that grows through repeated interaction, small experiments, and disciplined communication. This manuscript is prepared as a draft framework, and the illustrative informant statements should be aligned with verified field transcripts before journal submission.
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