A transaction-based approach to social innovation

Abstract

<jats:p> This article aims to provide a transaction-based approach to social innovation based on the three modes of transaction coordination and governance as identified by Powell. We produce a grid that explains how social innovation can be implemented in the market, in hierarchies or in networks. This work makes a number of theoretical contributions. First, it provides an integrative framework of social innovation that is firmly rooted in organization theory. Second, we introduce two new concepts: social entrepreneurship orientation and the social innovation ecosystem, believing that these concepts can contribute to a better understanding of the field of social innovation in the context of sustainable development. </jats:p>

Social innovation drivers in social enterprises: systematic review

“…This study answers calls by Bulut et al (2013); Phillips et al 2015and Slimane and Lamine, (2017) for studies that examine how SI can be encouraged and managed effectively in the SE.…”

“…Table 1 Overall, the process starts at a micro level, with an entrepreneur or a small group of people, and ends at a macro level, with changes in the social system and development of new laws, business models and structures. A common characteristic in half the models analysed is the intersection of the SI creation process and the SE (Bhatt and Ahmad, 2017;Mulyaningsih et al, 2016;Slimane and Lamine, 2017;Tanimoto, 2012), for example, they perceived the identification of a social need as an opportunity for the development of a SE. Figure 1 integrates the findings from previous studies of the SI process in SEs and shows the process dynamics, the generation of knowledge and the required abilities necessary to create SI.…”

“…An adequate BM is the one in which the proposal and the capture of value occur through a balance between (i) the SE's strengths and internal knowledge and (ii) the opportunities to improve social well-being and external knowledge, such as the experience of members of the community. Hence, the most important driver for SI success is the balance between internal abilities and external demands (Biggeri et al, 2017;Mulyaningsih et al, 2014;Slimane and Lamine, 2017). Furthermore, the matching between supply and demand is crucial for the success of SI and SE (Westley and Antadze, 2010).…”

“…Tanimoto, 2012), so the mapping process should also be concerned about being aware of the unknown potential of partnerships (Raynor, 2019). To avoid problems generated by different organizational cultures, it is recommended a pre-determination of how the value created by the SI will be shared (Slimane and Lamine, 2017;Voltan and De Fuentes, 2016), a collectively definition of the "social" component of SI (what and how social needs will be met) (Dufays, 2019) and engagement with a long-term evaluation initiative to establish strong partnerships, with sense of shared property and a SI evaluation adapted to the needs of different groups as they became better understood (Szijarto et al, 2018 Finally, specific networks of social entrepreneurs and innovation can offer better support to the creative process than the traditional networks (Zivojinovic et al, 2019), where the ideas of social innovators could be misunderstood or even ridiculed (Lettice and Parekh, 2010). In this regard, Svensson and Hambrick (2019) identified that through in loco visits (5 to 10 days) or virtual learning community, the leaders of social sports organizations, shared parts of curriculums, training methodology, impact measurement and tools among them, which promoted collective learning.…”

“…For example, when analysing the SI process in a large SE, Altuna et al, (2015) found that the ability to shape societal demand into a new product / service involves a decentralized process of product definition by the Finally, according to Dufays (2019), team members seem further motivated to simultaneously embrace both the social and the commercial dimensions needed for implementation of SI when they have both a mutual interest at stake and a general interest (superimposition of the producer/investor role with the beneficiary role). (Ambati, 2019), social conscience with empathy and follow interdisciplinary approach for he/she to diagnose adequately the social needs and their potential solutions (Biggeri et al, 2017;Lettice and Parekh, 2010;Mulyaningsih et al, 2016;Slimane and Lamine, 2017). Another competence is technological knowledge for creating solutions (Ambati, 2019) or understanding that would help him/her to not only visualise the potential for innovative means to promote social well-being but also to manage its specificities (Chavez et al, 2017).…”