A expansão das indústrias e a evolução tecnológica trouxeram avanços expressivos para a economia e a qualidade de vida das pessoas nas últimas décadas. Contudo, contribuíram para o agravamento de muitos problemas sociais e ambientais. A partir da discussão sobre o papel e potencial de grandes empresas em contribuir com novas soluções que impactam positivamente a sociedade, este estudo propõe o seguinte objetivo geral: analisar se e como as grandes empresas incorporam inovação social aos seus negócios. A fim de se compreender um fenômeno social complexo, este estudo caracteriza-se como qualitativo, exploratório e descritivo. A pesquisa de campo foi desenhada em duas etapas de modo a explorar diferentes perspectivas sobre o contexto e as práticas de inovação social em grandes empresas. A primeira etapa consistiu em entrevistas com cinco especialistas do campo. Já a segunda etapa foi composta por entrevistas em 16 grandes empresas com 22 profissionais que atuam nas áreas de sustentabilidade, responsabilidade social corporativa, inovação e de suas fundações e institutos. Adicionalmente, foram coletados e analisados documentos que pudessem corroborar as falas dos entrevistados, evidenciar o posicionamento público das empresas e demonstrar a relevância desses casos ao estudo. A amplitude dos dados apurados permitiu obter um retrato geral do campo de estudo e identificar múltiplas iniciativas desenvolvidas na prática empresarial, ao mesmo tempo em que se baseou na perspectiva dos atores envolvidos. A análise evidenciou que as empresas percebem ser parte de um ecossistema de inovação social mais amplo e buscam compreender qual o seu papel dentro dele, bem como possíveis oportunidades de atuação. Todavia, muitas ainda estão em um estágio de aprendizado sobre o conceito e como inseri-lo em suas práticas de negócio. Foram verificados diversos tipos de iniciativas desenvolvidas interna e externamente, desde projetos de desenvolvimento territorial, ações de mitigação de impactos negativos, aprimoramento da cadeia de valor, até ações mais estratégicas, como o lançamento de novos produtos que atendam a uma necessidade social ou ambiental. A partir destas, foi possível perceber cinco diferentes níveis de incorporação da inovação social ao core business, desde iniciativas mais periféricas, em que a empresa investe principalmente recursos financeiros, até iniciativas intrinsecamente vinculadas às suas atividades essenciais, utilizando a inteligência empresarial para o desenvolvimento de novas soluções a problemas da sociedade. Foram levantados diversos fatores críticos que facilitam ou dificultam a inovação social, destacando-se a importância do engajamento da alta liderança e de compromissos e estrutura de sustentabilidade bem estabelecidos nos casos em que se verificou maior grau de incorporação à estratégia de negócio. Espera-se que este estudo proporcione subsídios para reflexões mais profundas acerca do papel e potencial das empresas, não somente em relação à mitigação de externalidades negativas de seus negócios, mas também como propulsoras de impactos positivos adicionais para a sociedade / Industrial expansion and technological evolution have brought significant advances to the economy and people\'s quality of life in recent decades. However, these aspects have contributed to the aggravation of several social and environmental issues. Based on the discussion about the role and potential of large companies in contributing to new solutions that positively impact society, this study proposes the following general objective: to analyze if and how large companies incorporate social innovation into their business. In order to understand a complex social phenomenon, this study is characterized as qualitative, exploratory and descriptive. The field research was designed in two phases, to allow exploration of different perspectives on the context and practices of social innovation in large companies. The first phase consisted of interviews with five experts on the topic. The second phase consisted of interviews in 16 large companies with 22 professionals working in the areas of sustainability, corporate social responsibility, innovation, and its foundations and institutes. In addition, documents that could corroborate the respondents\' statements highlight the public positioning of the companies and demonstrate the relevance of these cases to the study were collected and analyzed. The amplitude of the evaluated data allowed to obtain a general picture of the field of study and to identify multiple initiatives developed in business practice. This was achieved based on the perspective of the actors involved. The analysis evidenced that companies perceive to be part of a wider social innovation ecosystem and seek to understand their role within it, as well as possible opportunities for action. However, many are still at a learning stage about the concept and how to insert it into their business practices. Several types of initiatives developed internally and externally have been detected, from territorial development projects, actions to mitigate negative impacts, improvement of the value chain, to more strategic actions, such as the launching of new products that meet a social or environmental need. From these, it was possible to ascertain five different levels of social innovation\'s incorporation into the core business, from more peripheral initiatives, in which the company mainly invests financial resources, to initiatives intrinsically linked to its essential activities, using business intelligence for developing new solutions to society\'s problems. Several critical factors that facilitate or hinder social innovation have been raised, being the importance of high leadership engagement and well-established sustainability commitments and structure the common factors in cases where there has been a greater degree of incorporation into the business strategy. This study is expected to provide insights for deeper reflections on the role and potential of companies, not only in mitigating the negative externalities of their business, but also as propellers of additional positive impacts on society.

This paper explores how CSR can be eliminating the discrimination of sexual orientation in the employment between the constraints of state governance and market competition by applying CSR as a strategy of institutional innovation to reach the goal of protecting equality of rights for gay people in the workplace. From interview data, we find CSR has positive effects to make up the limitations within the social regulations of Taiwan government and heteronormativity. In contrast to the Gender Equality in Employment Act imposed by government, CSR as a bottom-up model of institutional practice it will internally provides corporations advantages to maintain their privileges as passing through the failure of state and enterprise systems. By analyzing the CSR ideas, we contend that CSR is a feasible project of social innovation for corporations to create friendly work environments by planning gender equality programs of training, advocating recognition of gay civil partnership, and including anti-discrimination of sexual orientation into CSR routines.

Women with young children are a growing population experiencing homelessness. Transitional housing services provide shelter and educational programming aimed at fostering the development of skills necessary to attain and maintain basic needs. Adagio Health’s transitional home, Healthy Start House (HSH) served as a case study in which to explore the intersection of design, service and social innovation. The metrics of success outlined by the county for HSH include attaining permanent housing and employment or education. Using a co-creative process, exploratory and generative research uncovered that the service had no clear route to assist the women to develop core competencies to meet the county’s metrics of success. Rather than create a new extension of the current service, this design solution focuses on amplifying the resources and infrastructure already in place to improve the current service delivery. The solution includes an ideal plan for the HSH staff to work with the clients to comprehensively develop their core competencies, and an expanded view of how a money management system helps the clients meet the county’s metrics. We hypothesize, through this system, clients will re-enter society smoothly, armed with the skills and knowledge needed to provide for themselves and their children. While the design generated much enthusiasm from all stakeholders, the concept would benefit from further testing and iterations over a longer length of time to understand if it can, indeed, improve learning and performance outcomes and create sustained behavior change.

社會創新是將舊有的智慧與新穎的點子創意結合之後，創造新的問題解決方案，經由創新執行的過程產生影響力，達到促進社會變遷的目的，是社會未來發展的重要驅動力。以社會創新為使命的社會創業家，在創新和創業的過程中都需要累積的經驗與專業知識的引導和心理社會的支持，而師徒關係(包含同儕師徒關係與反向師徒關係)的建立與維持可以提供社會創業家所需的支持與引導，擁有師徒關係協助的社會企業家，樂於承先啟後擔任年輕人的導師，因此師徒關係亦為有效培育社會創業家的方法。 本研究嘗試回答的問題是：(1)社會創業家的社會創新來源、社會創新類型、社會影響力和其解決的未滿足社會需求為何？ (2)社會創新中的師徒關係屬於何種發展網絡類型？ (3)社會創新中的師徒關係具備何種師徒關係的功能？。為回答上述問題，本研究選擇擁有師徒傳承關係和社會影響力的社會創業家為研究對象，因此選擇兩組個案：穀東俱樂部創辦人賴青松和田中央聯合建築師事務所創辦人黃聲遠為研究對象，藉由文獻探討、個案訪談和參與觀察，探討賴青松和黃聲遠兩位社會創業家的社會創新和兩組師徒的師徒關係內涵。 本研究發現穀東俱樂部的社會創新融合「風險共同分擔的委託種植」、「預約訂購」和「共同購買」的概念以及創辦人的創意，而提供新商業模式和新平台兩類型的社會創新，解決小農耕種的困境，為有志歸農者鋪設歸農道路，前後吸引超過一千五百人成為穀東，其中更吸引了年輕人學習農耕，創組宜蘭小田田計畫，並且透過社群創造社會影響力，帶來農村文化的復興。 黃聲遠亦吸引許多年輕人加入他的團隊，每年開放實習機會給各校學生，有些人透過實習機會成為團隊成員，於2012年改制更名為田中央聯合建築師事務所。田中央的創新，融合建築設計的創意、在地特色和社會關懷，創造出一個個獲獎無數的社會創新，而田中央的組織創辦精神與運作方式也都充滿社會性目的，提供新產品、新的組織形式和新流程三種類型的社會創新。 賴青松的師徒關係特徵符合導師來源富多樣性且關係緊密的「創業型發展網絡，在創業過程中獲得「職涯」、「心理社會」和「角色楷模」的師徒關係功能，為創業過程中的關鍵助力。宜蘭小田田可視為賴青松的徒弟，他們之間的師徒關係則兼具「傳統型發展網絡」和「創業型發展網絡」的特性。 黃聲遠的師徒關係也符合「創業型發展網絡」的特色，從中獲得「職涯」、「心理社會」和「角色楷模」功能，帶給他深遠的影響。本研究在他的眾多學生中選擇洪于翔與劉黃謝堯為代表，黃聲遠和他們的師徒關係則符合「傳統型發展網絡」和「創業型發展網絡」的特性。賴青松和黃聲遠都擁有良師益友的同儕師徒關係與向下學習的反向師徒關係，並且他們都將自己領受到的師徒關係特性同樣的傳承給徒弟們。 在政府推動青年返鄉創業和整個社會鼓勵社會創新的今天，這兩個個案的社會創意、創新、創業過程，以及其師徒關係值得參考學習。 關鍵字：社會創新、師徒關係、傳承 / Society’s ability to solve its most pressing problems is largely dependent on social innovation. By combining new ideas with old methods and knowledge, the solutions and changes brought about by social innovation make it the driving force behind future development. A social entrepreneur is someone who has taken social innovation as a core mission, and this requires support in the forms of experience, professional knowledge, and psychosocial acceptance. Mentoring relationships (including peer relationships and reverse mentoring) are one source of the support and navigational guidance a social entrepreneur needs. Further, social entrepreneurs who have benefited from the assistance of a mentoring relationship tend to become mentors in turn. Thus mentoring is an effective way to train future social entrepreneurs. This research seeks to answer the following questions: 1) For social entrepreneurs, where do their social innovations originate? What are the typologies of social innovations? What are their impacts, and what are the social needs left unresolved?; 2) Which developmental network typology does a social innovation mentoring relationship fall under?; 3) What kinds of mentoring functions are present among social innovators? To answer these questions, this study adopts a case study method based on two social entrepreneurs who have both had significant social impact and been engaged in mentoring relationships: 1) the GuDong Club founder Qing-Song Lai, and 2) Fieldoffice Architects founder Sheng-Yung Huang. The analysis and study was informed by an extensive literature review, and data gathered via in-depth interviews and participant observation. Regarding the GuDong Club, this study reveals that the source of their innovation is a combination of mutual risk sharing through commissioned planting, advanced purchasing, cooperative purchasing, and the creativity of its founders. Two social innovation typologies emerged from the analysis, including a new business model and new platform. Their innovations have helped generate solutions to challenges faced by small farmers, while providing guidance to future farmers, generating a customer base of over 1500 consumers over the past decade, and encouraging young people to study and pursue agriculture. Among those is a group that founded the Yilan Xiao Tian Tian (literally “little field”) program. Using community to create social impact, the GuDong Club has helped to revive agricultural village culture. Sheng-Yung Huang also utilizes the power of youth, attracting many young people to join his team. Fieldoffice Architects, a name adopted in 2012, offers an annual student internship program, through which some participants eventually become full team members. Their social innovations emerge from a combination of creative architecture, local features, and social concern, and the results have garnered substantial praise and acclaim. With a strong sense of social purpose at the core of Fieldoffice Architects’ values and operations, this case provides three typologies of social innovations: new products, new processes, and new organizational forms. In terms of mentoring relationships, results of both case studies provide evidence for the importance of mentoring in social innovation. Lai’s mentoring relationship is built on the procurement and sharing of diverse information through strong ties, and therefore can be considered an entrepreneurial development network. This provides professional career, psychosocial, and role modeling functions. Yilan Xiao Tian Tian can be viewed as a descendent of Lai’s, whereby the mentoring relationship can be characterized as both an entrepreneurial development network and traditional development network. Huang’s mentoring relationships can also be characterized as being within an entrepreneurial development network, providing similar professional career, psychosocial, and role modeling functions. Selecting two of his students, Yu-Xiang Hong and Huang-Xie-Yao Liu, as representative examples, the mentoring relationships can be seen as both part of an entrepreneurial development network and traditional development networks. Overall, Lai and Huang both receive support from peer and reverse mentoring relationships, in addition to passing on their mentoring relationship characteristics on to mentees. With governments around the world encouraging social innovation and youth entrepreneurship, the creativity, innovation, and entrepreneurial processes revealed in these two cases, along with the characteristics of the mentoring relationships central to these social innovation processes, are worth learning from. Keywords: social innovation, metoring relationship

Corporations unceasing exploitation of our planet and its people have resulted in the implementation of several laws, regulations and standardisations. To please their stakeholders, corporations engage in Corporate Social Responsibility, nonetheless, few succeed in operating responsible. Social Intrapreneurship is a relatively new concept, aimed at creating long-lasting social and environmental impact, while aiding the company in its mission. Given that Corporate Social Responsibility has failed to bring sufficient social change, social intrapreneurs can be the new solution to many of the great social problems of today. The aim of this study was to examine what enables employees to engage in social intrapreneurial behaviours. Six semi-structured interviews were conducted with consultants located in Stockholm. 24 interview questions about the respondents’ corporate climate and culture, Corporate Social Responsibility work and possibilities for social innovation, were asked. The empirical findings showed that, to enable employees’ intrapreneurial behaviours, they required encouragement, clear communication, time and a network. These findings were in line with prior studies conducted in the field of intrapreneurship and social intrapreneurship.

The mainstream ecosystem has proven unsustainable in terms of livelihood, environmental stewardship, cultural heritage, and social equality. To alleviate these problems, a range of top-down strategies has been deployed, but they are often ineffective in addressing the specific needs and aspirations of diverse contexts. On the other hand, bottom-up initiatives started by communities also face organisational and resource limitations that prevent them from becoming resilient. Within this context, service design for social innovation has become a well-established human-centred, strategic and systemic approach to tackling such challenges. However, designers have put much emphasis on the use of fixed toolkits that result in one-size-fits-all outputs. Instead, this thesis argues for a more situated and embedded approach to service design. With this in mind, the aim of the research was to explore new roles, purposes and methods the service designer can adopt to activate communities to transition towards a more sustainable future. For this purpose, participatory case studies were undertaken with two textile artisan communities (in Nottingham, UK, and Cape Town, South Africa), chosen as relevant cases of design, production and consumption. As a result of both cases, the designer activated the artisans, previously working in an isolated and precarious condition, to become a community and outline a situated service proposition that embeds a shared vision for a sustainable future. Building on emerging anthropological approaches to service design, the thesis contributes an original methodological framework, which equips the service designer with cultural sensibility when entering communities, aiding in making sense of sustainable futures, facilitating the co-design of situated services and activating local legacies. In this, the investigation evidenced the diverse roles - cultural insider, storyteller, sensemaker, facilitator, and activist - the service designer can play throughout a social innovation process. Furthermore, the thesis emphasised that the mastery of the designer lies in the skill of tailoring his/her approach to specific contexts in order to craft situated services that are meaningful to the communities using them.

This paper deals with a unique form of collaboration in Sweden between a public institution and civil society in the form of Södertörn's firefighting union and civil volunteers. This is a unique collaboration form in Sweden and is active in Hovsjö, a neighborhood in Södertälje. Collaboration as a term is generally seen as a positively charged concept that is widely used, but what does it mean in this context? To make a scientific deep dive in the collaborative form, a distinction is made between the theoretical terms of co-creation and co-production. These terms functions as two separate ideal forms of collaboration with different characteristics which make out the analytical lens of the paper to understand and classify the collaboration form. Co-creation refers to a collaboration form in which the end user has a role in the collaborative form which involves active involvement in the stages of production, that is the design of the concept itself. Co-creation as a concept and its use is reserved for collaborative forms where the end user is involved as co-initiator or designer. Co-production on the other hand refers to a collaboration form in which the end user has a clearer role as service provider and another actor sets the agenda. Interviews were conducted with representatives from Södertörn's firefighting union and a civil volunteer. The overall assessment of the collaborative form is that it can be categorized as coproduction, due to the relation between the actors involved in the collaboration form. Södertörn's firefighting union, who is the initiator, is leading and controlling the collaboration form. There is no common value creation in the design of the collaborative form, instead the value occurs in the execution phase, in terms of the rescue service who owns the agenda. The collaboration form is there for classified as co-production. Despite the dominant position of co-production, the analysis of the form of collaboration and its actors has not revealed any tensions between the two. All actors' views on the form of collaboration as well as the other actor are of a positive nature.

No description available.

Originating from Silicon Valley in the early 1990s, high-technology-oriented entrepreneurs-turned-philanthropists have applied venture capital principles to philanthropy in order to address intractable social problems, coining the term venture philanthropy (VP). Evolving from an emergent to a pervasive model in Europe in the last two decades, the VP approach has been considered as an innovative alternative to the traditional philanthropy (TP) type of benevolence and cheque-writing (Anheier and Leat 2006). With increasing expectations, in the context of governmental hollowing-out of social services, debate seems to have become polarised. VP is criticised for not being a solution to changes in the social landscape and for its business approaches failing to address fundamental social issues (Sievers 2001; Anheier and Leat 2006; Shiller 2012) and so remaining simply a myth. This research explores the nature of VP based on the organisational perspectives of four funders in Scotland, with a focus on the engagement process. The new empirical data regarding the funding distribution process are gathered with the aim of answering the core questions: 'why give', 'what to give' and 'how to give'. A new operational framework for analysing funders is developed and is used to analyse processual trajectories mapping the convergence and divergence amongst the four funders, citing new evidence from Scotland. Case studies from the years 2011 to 2014 present four grant-giving modes respectively: 1) pure grant-giving but emerging to a business approach applied to funding distribution; 2) grant-giving but applying venture capital approaches (VP); 3) mixed grants and repayable business loans; and 4) repayable business loans. To map the feature of emergent trajectory, a new operational framework is proposed and utilised for analysis. Research findings suggest that a pattern of resource heterogeneity is emerging in the four funding models in response to isomorphic forces. While dealing with inward (governance) and outward (market and political) legitimacy forces, hero-entrepreneurs are shown in the four cases as the key driver to identify the need for change and drive change forward. Meanwhile, hero-entrepreneurship behaviour is associated with the setting of goals, shaping the rationale of the funding scheme, marshalling resources and aligning with partners to demonstrate value adding through the engagement process. The contribution of this research to the philanthropic field is threefold. Firstly, with regard to its theoretical contribution, the findings support conventional isomorphic change theory by arguing: a) that the agent-conduit-roles of funders are not determined by structure, but rather individual agents (hero-entrepreneurs) play a cementing role in the change process of initiating, leading, diffusing influence and levering power for social change; and b) that in their agent-conduit-roles funders act as an active but reflective intermediary, change taking place in the process of legitimacy and resource distribution through the cycle of change-model shaping; convening and conducting; reflecting, dismantling and reshaping. This contribution enhances and complements the discovery by Mair and Hehenberger (2014), which suggests TP and VP create shared space for negotiation, shared objectives and a reflective isomorphic process (Nicholls 2010a). Arguably, funders should strategically consider complex and plural elements of funding and integrating a competitive market and a cooperative rationale with emotional motives into a decision-making. Realisation of social objectives will ultimately be achieved through reflective isomorphic processes, adjusting the funding structure to fit social contexts with convergent resources alignment. Secondly, with regard to its empirical contribution, this research proposes a new typology of funders. Different from the typology proposed by Ostrower (2006), the new typology proposal is based on what the funding is for. The elements of the new typology are synthesised from why, how and what in action, i.e. grant-giving mode, engagement approach and level of risks. Thirdly, practical contributions emerging from the implications of the proposed framework, which are discussed in the concluding chapter, may improve the quality of decision-making in funding behaviour and may also help to shape modes of governance for social problem-solving.

Os cidadãos estão enfrentando um processo de transição por um futuro mais sustentável e com uma preocupação maior nas pessoas. Respondendo aos desafios locais, a inovação social surge como uma maneira de grupos de pessoas buscarem soluções para os seus problemas cotidianos baseados em relações colaborativas e compartilhadas. Neste contexto, o movimento conhecido como Zona de Inovação Sustentável de Porto Alegre (ZISPOA), configura-se como uma iniciativa com o propósito de transformar uma área delimitada em um modelo de desenvolvimento sustentável e inovador, incluindo a cooperação como processo para consolidação de uma cidade onde as relações humanas sejam valorizadas e as questões urbanas solucionadas de maneira mais inteligente. Esta pesquisa teve como objetivo analisar a experiência da ZISPOA, observar e registrar o processo de construção do movimento de modo a contribuir na construção de modelos de implantação de projetos colaborativos para cidades. Para alcançá-lo foi realizada uma extensa pesquisa bibliográfica para identificar teorias relacionadas a processos colaboratvios, redes, inovação social, além de descrever os conceitos relacionados a cidades para as pessoas e identidade local Com o domínio da teoria iniciou-se o desenvolvimento do estudo de caso único associado à observação participante. A pesquisa ocorreu dentro de um contexto no mundo real, com isso foi possível acompanhar o desenvolvimento da ZISPOA ao observar seus projetos e ações. Realizou-se uma pesquisa documental, relatórios de acompanhamento da observação participante e no andamento da pesquisa, sentiu-se a necessidade de realizar entrevistas com visionários, pioneiros e seguidores do início do movimento. Como resultado obteve-se o registro do desenvolvimento dos projetos e atividades ZISPOA desde o seu início e um entendimento em profundidade de como acontecem os mesmos e sua rede de relações, além de compreender como a ação do designer pode fortalecer esse tipo de iniciativa. Esse estudo ajudou a construir, documentar e sustentar o movimento que é baseado em projetos que visam desenvolver, de forma colaborativa, uma cidade mais inovadora e sustentável em que as pessoas se identifiquem com a mesma e se empoderem como embaixadores e apoiadores da identidade local. / Citizens are facing a process of transition towards a more sustainable future with a greater concern in people. Responding to local challenges, social innovation emerges as a way for groups of people to search solutions to their everyday problems based on collaborative and shared relationships. In this context, the movement known as the Sustainable Innovation Zone of Porto Alegre (ZISPOA) is configured as an initiative with the aim of transforming an area that is delimited into a sustainable and innovative development model, including cooperation as a process to consolidate a city where human relations are valued and urban issues solved more intelligently. This research had as objective to analyze the experience of ZISPOA, observe and register the process of construction of the movement in order to contribute to the construction of models for the implementation of collaborative projects for cities. To achieve this, an extensive bibliographical research was carried out to identify theories related to cooperative processes, networks, social innovation, and to describe the concepts related to cities for people and place branding With the domain of theory, the development of the single case study associated with participant observation began. The research took place within a real world context, with this it was possible to follow the development of ZISPOA when observing its projects and actions. Documentary research, follow-up reports on participant observation were made, and the progress of the research was felt the need of interviews with visionaries, pioneers and followers of the movement. As a result, the development of ZISPOA projects and activities has been recorded since its inception, and an in-depth understanding of how they happen and their network of relationships, as well as understanding how the designer’s action can strengthen this type of initiative. This study helped build, document, and sustain the movement that is based on projects that are designed to collaboratively develop a more sustainable innovation city in which people identify with it and empower themselves as ambassadors and supporters of local identity.