If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to present a detailed analysis of the social enterprises (SE) and social entrepreneurship (SEship) literature that has been published in international journals from 1991 to 2010, determining the intellectual structure of both fields and their maturity as academic fields of study. Design/methodology/approach -Using a quantitative methodology for literature study, named bibliometric analysis, relevant papers were obtained from three important international databases, and SE and SEship journals. An initial number of 1,343 records were identified and, after applying various filters, a total of 286 papers were studied for bibliometric indicators and epistemological orientation. Findings -The study identified a significant increase in the scholarly investigation of SE and SEship in recent years, together with greater collaboration and international research. It was demonstrated that some countries are dominating the SE and SEship research area, such as the UK and the USA, whereas institutional and individual research output is spread more equally. Currently, no author or institution dominates the SE and SEship literature. The epistemological orientation suggests that the published literature is largely of a theoretical and descriptive nature in both fields, with only a small number of predictive papers. Originality/value -This paper provides important contributions. First, it presents an intellectual structure of SE and SEship as a discipline. Second, it determines the current maturity of the field based on its epistemological orientation, concluding that SE and SEship are maturing, with theory development followed by empirical testing and validation generating an increase in consensus on the boundaries of the field.

Purpose This paper aims to explore what social enterprises (SEs) in the UK know and how they acquire, convert, apply and protect this knowledge. This will enable them to manage their knowledge effectively and, hence, improve their practices and maximise the creation of social, environmental and economic value. Design/methodology/approach This study follows a qualitative approach, comprising 21 interviews with founders and senior members of SEs in the UK. Findings The results show that the investigated SEs have knowledge management (KM) practices similar to the already identified in SMEs, associated with informality, reliance on external sources and focus on socialisation activities, but they have unique challenges on managing their knowledge related to their hybrid mission, to include social and economic objectives and their closed relationship with stakeholders. Research limitations/implications As there is limited research on KM practices in SEs; they were defined based on previous studies in large, private and public companies. Therefore, not all practices may be included. This research is a starting point in the study of KM in SEs. Practical implications This study identifies knowledge activities that enable the creation of social, environmental and economic value in SEs. This allows SEs, small firms and non-profit organisations to review their current practices and develop plans for their further improvement. Originality/value This paper is one of the first empirical studies exploring KM practices in SEs, highlighting their informal nature as well as their impact in and on the enterprise.

PurposeIdentify the drivers of social innovation (SI) that bring together the main management tools and approaches associated with the creation of SI in social enterprises (SEs).Design/methodology/approachA systematic review was developed in the Web of Science, Scopus and EBSCO databases, using the keywords: social innovation, social enterprise and management. After analysis of quality and application of inclusion and exclusion criteria, 54 articles were selected for full analysis.FindingsSI process was systemised into four steps: mapping and development, consolidation, scaling up and evaluation. The drivers of SI were mapped and classified into three main factors: contextual, organisational and managerial.Practical implicationsIn organisational factors, business model was emphasised, as well as partnerships, participatory culture and intrapreneurship, adequate levels of bricolage and continuous learning. The management factors included the characteristics of the entrepreneur/innovator and managerial practices, where those that facilitate teamwork and the participation of all involved are best suited. In contextual factors, the highlight was the need for support from policy makers; community participation and demand for innovations that consider local context and usability.Originality/valueThis study connects previously scattered knowledge in a generic model of SI, highlighting routines and processes used, and provides a starting point for innovators and social entrepreneurs in the complex, uncertain and often unknown process of SI. Additionally, several research gaps were identified to be addressed by future research in the context of SI management.

Purpose -This paper presents results from a large comprehensive global survey of knowledge management (KM). The question that this paper looks to answer is how a KM strategy can be developed that will enable its successful management in organisations of many sectors and sizes. In light of the observed developments since the previous knowledge management surveys, the purpose of this paper is to redefine the KM function, and how it should be performed. Design/methodology/approach -The research instrument was a global online hosted survey answered by nearly 700 participants. Hypotheses on the KM management process in contemporary organisations, emphasising the importance of strategy, cover this work. These hypotheses are tested by a set of questions and supported by the survey responses. Findings -It is demonstrated that in many organisations technology has failed to have much impact on the way knowledge is transferred and shared. Research limitations/implications -It should be noted that no control was made over the participants to the survey and no stratification of sampling was made. This means that the results are based on breadth as opposed to depth. Originality/value -Due to the breadth and depth of this survey, the results reported here provide a global snapshot of how knowledge is currently being managed across nations, organisations and various forms of KM function. The findings should be of great use to both practitioners and academics.

We investigate how social enterprises actively engage with their stakeholders to legitimise their hybrid position in addressing both social and businesses audience. This is particularly important in their effort to capturing stability (expectation to 'fit in') within an emerging field and at the same time to address change and growth (expectation to 'stand out') with their limited resources, in order to be profitable enterprises, while creating social value. We analyse in-depth interviews to senior members of twenty-one UK-based social enterprises, and we find that for many SEs involved in legitimisation exercise through the supportive system, collective system, and stakeholders' impression. By outlining the integrated framework on stakeholder engagement for hybrid legitimacy, we found that (i) legitimisation exercise through collective sharing of SE identity help to build SE image and legitimise SE socially driven mission, while (ii) legitimisation through supportive system (resources and business advantage) help building credibility by demonstrating SE capability to grow economically.

The Knowledge Spillover Theory of Entrepreneurship (KSTE) explores the effects that new knowledge and proximity have on the exploitation of entrepreneurial opportunities and the resultant creation of start-ups. This paper aims to identify the types of knowledge spillovers that affect entrepreneurs in the early stages of start-up development. A conceptual model is proposed, using a multi-case study approach involving High-Tech start-ups that have attended accelerator and incubator programmes in Greater London, United Kingdom (UK). The research involved 32 semistructured interviews with Chief Executive Officers (CEOs) and co-founders of start-up companies. Our findings suggest that entrepreneurs are influenced by various forms of knowledge spillover which assist in determining the strategic decision of the company, in terms of formation, including partnerships or alliances, allocation of Research and Development (R&D) budgets, and engagement in product innovation. Further observations confirm that High-tech start-ups focus on a fast pace of constant product innovation to cover identified gaps in the market. One significant finding is that start-ups use various technological platforms to access knowledge spillovers which challenges the ideas of geographical proximity present in existing KSTE understanding.

Purpose: Despite the importance gained by social enterprises (SEs) and the increased number of social enterprise networks (SENs) in the UK, there is a paucity of research into the role of these networks in enhancing the sector and creating value. This paper provides empirical evidence assessing this value.Design/methodology/approach: The assessment and insights were derived through a concurrent mixed method data collection strategy with 241 responses from members of SEs in the UK. Findings:In terms of frequency, the use of SENs is still sporadic, denoting an immature stage of network lifecycle development. Moreover, it was identified that usage was affected primarily by the perceived usefulness of the information available. The ultimate value created was primarily of an informative nature rather than knowledge exchange. Practical implications:A framework is developed describing the structure, content and interaction dimensions of value of SENs. The understanding of this value offers opportunities to shape government interventions and current practices of SENs in assisting SEs and providing an active, knowledge-sharing community. Originality/value: By exploring the value perceived by social entrepreneurs of being part of a SEN, the paper considered an under-researched area of SE literature that can maximised the impact of the sector.

Abstract. This paper takes a sociotechnical viewpoint of knowledge management system (KMS) implementation in organizations considering issues such as stakeholder disenfranchisement, lack of communication, and the low involvement of key personnel in system design asking whether KMS designers could learn from applying sociotechnical principles to their systems. The paper discusses design elements drawn from the sociotechnical principles essential for the success of IS and makes recommendations to increase the success of KMS in organizations. It also provides guidelines derived from Clegg's Principles (2000) for KMS designers to enhance their designs. Our data comes from the application of a plurality of analysis methods on a large comprehensive global survey conducted from 2007 to 2011 of 1034 participants from 76 countries. The survey covers a variety of organizations of all types and sizes from a comprehensive selection of economic sectors and industries. Our results showed that users were not satisfied with the information and knowledge systems that they were being offered. In addition to multiple technology and usability issues, there were human and organisational barriers that prevented the systems from being used to their full potential. We recommend that users of KMS are integrated into the design team so that these usability and other barriers can be addressed during the feasibility stage as well as the actual design and implementation phases. IntroductionDespite much theoretical (e.g., DeLone and McLean (1992;2003)) and some practical works within organisations that study measures of organizational support such as * To maintain the page limit imposed by IFIP 8.6, we eliminated a number of tables, literature, and other information from this paper. Interested readers may contact authors for them. (Jennex and Olfman, 2003). Davenport, DeLone, and Beers (1998), in the context of KM projects, consider senior management support, motivational incentives, and knowledge friendly culture among their eight factors for success. In their KM success model, Massey, Montoya-Weiss, and O'Driscoll (2002) consider three key managerial influences: coordination, control, and measurement; disciplined project management; and leadership. However, no study considered detailed sociotechnical factors in a wide population of KMS users, managers, and knowledge workers. The question, therefore, this paper addresses is: what can KMS designers learn from sociotechnical principles to improve the success rate, and avoid the failure rates of these systems, and reduce user experiences and beliefs about system quality and knowledge/information quality that then discourage KMS use? In particular, the paper addresses the underlying factors that cause failure in three specific sociotechnical areas: technology; human; and organisational. Additionally, it investigates the underlying organisational, human and technical conditions that should be put in place as part of the overall knowledge management system design.The reasons for KMS failure are...