Managing multiple logics in partnerships for scaling social innovation

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 Innovatio...

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Bibliographic Details
Published inEuropean journal of innovation management Vol. 19; no. 4; pp. 446 - 467
Main Authors Voltan, Annika, De Fuentes, Claudia
Format Journal Article
LanguageEnglish
Published Bradford Emerald Group Publishing Limited 01.01.2016
Subjects
Accountability
Cancer
Coffee
Collaboration
Compatibility
Decentralization
Design analysis
Digital divide
Entrepreneurship
Evolution
Fair trade
Flexibility
Franchising
Innovation
Innovations
Logic
Organizational learning
Organizations
Partnerships
Public sector
Scaling
Social entrepreneurship
Social factors
Social impact
Social innovation
Technological change
Chicago Illinois
Australia
United States > US
Africa
O35
Partnership
Scaling social innovation
Institutional logics
L31
Social innovation
L25
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Summary: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.
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ISSN:1460-1060
1758-7115
DOI:10.1108/EJIM-01-2016-0010