Executive Leadership and Social Innovation in Direct-Service Nonprofits: Shaping the Organizational Culture to Create Social Change

Shier, Micheal L.; Handy, Femida

doi:10.1080/10428232.2016.1155429

Cited by 29 publications

(42 citation statements)

References 40 publications

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“…Some volunteers are discouraged when "higher level" staff appear to be unreceptive to their ideas, and the hierarchical organization does not provide further chances to develop them. Previous research already showed that an organization-wide culture of social change, engaging staff from all levels, is essential for creating social innovations (Anderson et al, 2014;Shier & Handy, 2016). This is strengthened when these ideas are not supported by allocating resources for developing them further (Anderson et al, 2014;Damanpour, 1991;Shier & Handy, 2015a).…”

Section: Discussionmentioning

confidence: 99%

“…Shier and Handy (2016) find that community engagement of boards and executive leaders can contribute to developing an orientation toward social innovation. Also, a manager's tenure and a positive attitude toward change might contribute to an organization's innovative capacity (Damanpour, 1991;Damanpour & Schneider, 2009).…”

Section: Organizational Factorsmentioning

confidence: 99%

“…Engaging staff at all levels might shape the culture of an organization as receptive to innovative practices (Shier & Handy, 2016). A climate that is supportive of innovation, personal initiative, and psychological safety can enhance organization's innovative capacity (Anderson et al, 2014).…”

Section: Organizational Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Beyond Service Production: Volunteering for Social Innovation

Wit

Mensink

Einarsson

et al. 2017

Nonprofit and Voluntary Sector Quarterly

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Building on theories from different fields, we discuss the roles that volunteers can play in the generation, implementation, and diffusion of social innovations. We present a study relying on 26 interviews with volunteer managers, other professionals, volunteers, and one former volunteer in 17 (branches of) third sector organizations in eight European countries. We identify organizational factors that help and hinder volunteer contributions to social innovation. While volunteer contributions to social innovations are encouraged by decentralized organizational structures, systematic "scaling up" of ideas, providing training, and giving a sense of ownership, they are hindered by a reluctant attitude and a lack of resources . This rich, explorative study makes it a fruitful start for further research on the relationship between volunteering and social innovation.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Factorsmentioning

confidence: 99%

See 1 more Smart Citation

Beyond Service Production: Volunteering for Social Innovation

Wit

Mensink

Einarsson

et al. 2017

Nonprofit and Voluntary Sector Quarterly

View full text Add to dashboard Cite

show abstract

“…Change-oriented characteristics in the employees are positively related to innovations (Jewel, Davidson, & Rowe, 2006). Hiring practices aimed at employees accepting changes are likely to increase absorptive capacity (Shier & Handy, 2016). Reinforcing this thinking, an organization that expects to change its employees' values will gain a competitive advantage and, consequently, create a culture of promoting innovation (Glisson, 2015;Mathewson, 2014).…”

Section: Absorptive Capacitymentioning

confidence: 99%

Absorptive Capacity as Feedback on the Sustainability of Organizations

Malvestiti

Esteves

Dandolini

2021

RAM, Rev. Adm. Mackenzie

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Purpose: To describe the characteristics of the phases that make up the evolution of knowledge, such as, innovation, social innovation, inno vation oriented to sustainability, organizational sustainability and absorptive capacity, as well as their correlations. Originality/value: It provides a panoramic view of the potential of absorptive capacity relating it to social innovation, innovation oriented towards sustainability and organizational sustainability. It addresses related themes and concepts that incorporate strategies to achieve organizational sustainability and have been gaining more importance and space between these discussions. Three scientific databases were used to select the articles: Scopus, Web of Science and SciELO. Then, to support the main concepts, theoretical references from more recent scientific studies were needed, which could contribute to clarifying the terms and definitions. Design/methodology/approach: This is a narrative bibliographic review. Works characterized by broader discussions were used, ideal for identifying and describing the conceptual state of a specific theme. Findings: Through the researched articles, it was possible to explore the characteristics of innovation, innovation oriented towards sustainability, and social innovation, which guide the values of society and influence the strategies of organizations more and more, thus, observing and understanding the absorptive capacity as a fundamental instrument for the strategies that ensure organizational sustainability.

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“…Resources available for community-based nonprofits are increasingly scarce while the social issues and needs these entities seek to address are increasingly complex (Andersson, Faulk, & Stewart, 2016; McDonald, 2007). Leaders of these nonprofit organizations have to search for new solutions and means to carry out their work (Choi, 2014; Shier & Handy, 2016a, 2016b; Tracey, Phillips, & Jarvis, 2011). However, applying predefined conceptualizations and frameworks of innovation from the business literature and contexts may not adequately reflect the reality of how innovation is interpreted or understood within the nonprofit context (Morris, Webb, & Franklin, 2011).…”

Section: Introductionmentioning

confidence: 99%

What Does Innovation Mean to Nonprofit Practitioners? International Insights From Development and Peace-Building Nonprofits

Svensson

Mahoney

Hambrick

2019

Nonprofit and Voluntary Sector Quarterly

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Charitable nonprofits strive to meet their organization’s goals, address external demands, and secure resources to pursue their missions. Management scholars have recommended that nonprofits promote innovation and innovative practices to maximize profits and gain a competitive advantage. However, the voices of nonprofit practitioners who implement this strategy have not been heard. We used data from interviews and focus groups with 47 practitioners representing development and peace-building nonprofits across six continents to probe what innovation means to them. Five themes emerged: (a) experimentation and social transformation, (b) financial sustainability, (c) collective solutions, (d) new means for achieving missions, and (e) adaptations to local contexts. These findings reveal discrepancies in the meaning of innovation between theory and practice. The findings from this study suggests innovation and innovative practices can have different meanings in different sectors. Perspectives on nonprofit innovation are multifaceted, yet the overarching emphasis is finding transformative ways to attain organizational goal(s) for social change.

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Executive Leadership and Social Innovation in Direct-Service Nonprofits: Shaping the Organizational Culture to Create Social Change

Cited by 29 publications

References 40 publications

Beyond Service Production: Volunteering for Social Innovation

Beyond Service Production: Volunteering for Social Innovation

Absorptive Capacity as Feedback on the Sustainability of Organizations

What Does Innovation Mean to Nonprofit Practitioners? International Insights From Development and Peace-Building Nonprofits

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