Champions are commonly suggested as a means of promoting the adoption of information systems. Since there are many different definitions of the concepts of champion and champion behaviour in the literature, practitioners and researchers may be confused about how to exactly use these concepts. A qualitative analysis of a single case study in a Swedish health-care organisation enabled us to explain how different champion behaviours relate to each other and how multiple champions interact. Combining our rich case observations with an analysis of champion literature reveals how champion behaviours form a coherent and meaningful whole in which networks of different types of champions at different levels in an organisation utilise their network of relations, their knowledge of the organisation and their insight into strategic decision-making politics to time and orchestrate the framing of innovations and the involvement of the right people. In conclusion, championing is a complex performance of contextually dependent collective social interaction, varying over time, rather than a heroic act of one individual promoting an idea. Future studies need to focus more on how the relations between different champions and their behaviours develop across innovations and over time, in order to develop a richer understanding of championing.