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Business as Unusual: A Business Model for Social Innovation

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Business as Unusual: A Business Model for Social Innovation. / Gasparin, Marta; Green, William; Lilley, Simon et al.
In: Journal of Business Research, Vol. 125, 31.03.2021, p. 698-709.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Gasparin, M, Green, W, Lilley, S, Quinn, M, Saren, M & Schinckus, C 2021, 'Business as Unusual: A Business Model for Social Innovation', Journal of Business Research, vol. 125, pp. 698-709. https://doi.org/10.1016/j.jbusres.2020.01.034

APA

Gasparin, M., Green, W., Lilley, S., Quinn, M., Saren, M., & Schinckus, C. (2021). Business as Unusual: A Business Model for Social Innovation. Journal of Business Research, 125, 698-709. https://doi.org/10.1016/j.jbusres.2020.01.034

Vancouver

Gasparin M, Green W, Lilley S, Quinn M, Saren M, Schinckus C. Business as Unusual: A Business Model for Social Innovation. Journal of Business Research. 2021 Mar 31;125:698-709. Epub 2021 Jan 22. doi: 10.1016/j.jbusres.2020.01.034

Author

Gasparin, Marta ; Green, William ; Lilley, Simon et al. / Business as Unusual : A Business Model for Social Innovation. In: Journal of Business Research. 2021 ; Vol. 125. pp. 698-709.

Bibtex

@article{5d0ffc1f71354f6495832679a3c88a3e,
title = "Business as Unusual: A Business Model for Social Innovation",
abstract = "Business model (BM) literature has developed considerably; however, most research takes place in large for-profit organisations in western settings, rather than small–medium enterprises with social goals. This is surprising given the drive for social innovation (SI) and alternative modes of organizing. Models for managing innovation are typically agnostic about sources of social, ecological and cultural values; yet our in-depth qualitative research demonstrates that, for SMEs practicing SI in Vietnam, these values are as inherent as economic value. As a result, a new social BM emerged and was evaluated. This paper: (i) defines a Business model for SI for sustaining the long-term growth of SI; (ii) provides a Strategic framework for SI for SMEs, to ensure that the strategy of SMEs takes into consideration the positive impact SIs can have on society; and (iii) defines mechanisms to create and capture economic, social, cultural and ecological values.",
keywords = "SMEs, Business model for social innovation, Social innovation, Strategic framework for social innovation, Transitional economy",
author = "Marta Gasparin and William Green and Simon Lilley and Martin Quinn and Michael Saren and Christophe Schinckus",
year = "2021",
month = mar,
day = "31",
doi = "10.1016/j.jbusres.2020.01.034",
language = "English",
volume = "125",
pages = "698--709",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Business as Unusual

T2 - A Business Model for Social Innovation

AU - Gasparin, Marta

AU - Green, William

AU - Lilley, Simon

AU - Quinn, Martin

AU - Saren, Michael

AU - Schinckus, Christophe

PY - 2021/3/31

Y1 - 2021/3/31

N2 - Business model (BM) literature has developed considerably; however, most research takes place in large for-profit organisations in western settings, rather than small–medium enterprises with social goals. This is surprising given the drive for social innovation (SI) and alternative modes of organizing. Models for managing innovation are typically agnostic about sources of social, ecological and cultural values; yet our in-depth qualitative research demonstrates that, for SMEs practicing SI in Vietnam, these values are as inherent as economic value. As a result, a new social BM emerged and was evaluated. This paper: (i) defines a Business model for SI for sustaining the long-term growth of SI; (ii) provides a Strategic framework for SI for SMEs, to ensure that the strategy of SMEs takes into consideration the positive impact SIs can have on society; and (iii) defines mechanisms to create and capture economic, social, cultural and ecological values.

AB - Business model (BM) literature has developed considerably; however, most research takes place in large for-profit organisations in western settings, rather than small–medium enterprises with social goals. This is surprising given the drive for social innovation (SI) and alternative modes of organizing. Models for managing innovation are typically agnostic about sources of social, ecological and cultural values; yet our in-depth qualitative research demonstrates that, for SMEs practicing SI in Vietnam, these values are as inherent as economic value. As a result, a new social BM emerged and was evaluated. This paper: (i) defines a Business model for SI for sustaining the long-term growth of SI; (ii) provides a Strategic framework for SI for SMEs, to ensure that the strategy of SMEs takes into consideration the positive impact SIs can have on society; and (iii) defines mechanisms to create and capture economic, social, cultural and ecological values.

KW - SMEs

KW - Business model for social innovation

KW - Social innovation

KW - Strategic framework for social innovation

KW - Transitional economy

U2 - 10.1016/j.jbusres.2020.01.034

DO - 10.1016/j.jbusres.2020.01.034

M3 - Journal article

VL - 125

SP - 698

EP - 709

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

ER -