The advent of digital technologies allows line-of-business (LOB) managers to be more involved in organizational innovation. Such involvements of LOB-managers acting as innovation agents challenge the very nature of how firms used to operate in traditional hierarchical structures. This paper investigates how the LOB-managers and chief information officers (CIO) interact in the information technology resource bundling initiatives. Using insights from five case organizations and analyzing data employing the analytic induction method, the study identifies how the leadership of LOB- managers and CIOs intermix in resource bundling process. Finally, the study proposes three leadership engagement models.