Managing multiple logics in partnerships for scaling social innovation

Abstract

Purpose The purpose of this paper is to contribute to the field of social innovation by examining institutional logics at the level of inter- and intra-organizational partnerships for scaling impact. Design/methodology/approach The authors use a set of case studies from the Stanford Social Innovation Review to analyze success in scaling social innovations applying the logic compatibility-centrality matrix proposed by Besharov and Smith (2014), which aims to reveal the potential for conflict in organizations based on the diversity of logics present and the degree to which they are compatible with each other. Findings The findings shed insight on how individuals and organizations are able to manage logic multiplicity in the context of partnerships for scaling social innovation. Originality/value The authors build on recent work that recognizes logic multiplicity in social enterprises resulting from their hybrid nature, and the authors add to the existing debate by introducing to the discussion contributions from cognitive theory that help explain why organizational cultures evolve and scale out the way they do.

How and Why Do Social and Sustainable Initiatives Scale? A Systematic Review of the Literature on Social Entrepreneurship and Grassroots Innovation

“…The literature on social entrepreneurship was sometimes fully devoted to the relation between strategic choices on structure and impact. In general, social enterprises opt for organizational structures that resemble franchise or network models, implying that multiple bodies coexist, all with some degree of autonomy (Voltan and Fuentes 2016). Open structures also speed up the scaling process (Smith et al 2016).…”

Towards a servitization of innovation networks: a mapping

“…(1) Networks created for social innovation in public services. (Kallio and Lappalainen 2015;Rubalcaba et al 2013;Leonardo et al 2018;Voltan and De Fuentes 2016;Moore and Westley 2011). This is what we call PSINSIs (see Figures 2 and 4).…”

Exploring the scalability process of social innovation

“…Defending such argument, Werner (2009) cites the availability of financial resources and the managerial experience of corporations, explaining how such factors can affect the process of scalability. Braga et al (2014), Heuts and Versele (2016) and Voltan and Fuentes (2016) reiterated that the construction of a network of contacts enhances scalability processes. In this sense, Moura, Comini and Teod osio (2015) and consider the creation of networks a strategic factor for this process.…”

“…et al (2017),Maguirre et al (2016),Heuts and Versele (2016),Gramescu (2016),Warnecke and Houndonougbo (2016),Voltan and Fuentes (2016),Navin (2016), Trémolet et al (2015), Berzin and Pitt-Catsouphes (2015), Alegre (2015), Konda et al (2015), Desai (2014), Iizuka et al (2014), Dees (2013), Bhatt and Altinay (2013), Smith et al (2013), Enciso, G omez, and Mugarra (2012), Dees (2012), Beckie et al (2012), Bloom and Skloot (2010), Perrini et al (2010), Werner (2009), Viravaidya et al (2008), Dees (2007), Dees et al (2004), Douthwaite et al (2003), Tschang et al (2002) The importance of understanding the scalability process Chaves et al (2017), Pitt and Jones (2016), Moura et al (2015), Westley et al (2014), Lyon and Fernandez (2012), Westley and Antadze (2010) There is little literature on the subject Silva et al (2016), Hadad and Gauca (2014) Motivation to promote SI scalability Braga et al (2014)…”