This article aims to provide a transaction-based approach to social innovation based on the three modes of transaction coordination and governance as identified by Powell. We produce a grid that explains how social innovation can be implemented in the market, in hierarchies or in networks. This work makes a number of theoretical contributions. First, it provides an integrative framework of social innovation that is firmly rooted in organization theory. Second, we introduce two new concepts: social entrepreneurship orientation and the social innovation ecosystem, believing that these concepts can contribute to a better understanding of the field of social innovation in the context of sustainable development.
AdnerR (2006) Match your innovation strategy to your innovation ecosystem. Harvard Business Review84(4): 98–107.
2.
AdnerRKapoorR (2010) Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal31(3): 306–333.
3.
AlbertiniSMuzziC (2016) Institutional entrepreneurship and organizational innovation. International Journal of Entrepreneurship and Innovation17(2): 110–119.
4.
AldrichHEFiolCM (1994) Fools rush in: the institutional context of industry creation. Academy of Management Review9(4): 645–670.
5.
AlegreIBerbegal-MirabentJ (2016) Social innovation success factors: hospitality and tourism social enterprises. International Journal of Contemporary Hospitality Management28(6): 1155–1176.
6.
AustinJStevensonHWei-SkillernJ (2006) Social and commercial entrepreneurship: same, different, or both?Entrepreneurship: Theory and Practice30(1): 1–22.
7.
BacqSOfsteinLFKickulJR. (2015) Bricolage in social entrepreneurship. How creative resource mobilization fosters greater social impact. International Journal of Entrepreneurship and Innovation16(4): 283–289.
8.
BassoOFayolleABouchardV (2009) Entrepreneurial orientation: The making of a concept. The International Journal of Entrepreneurship and Innovation10(4): 313–321.
9.
BattilanaJDoradoS (2010) Building sustainable hybrid organisations: the case of commercial microfinance organisations. Academy of Management Journal53(6): 1419–1440.
10.
BattilanaJLeeM (2014) Advancing research on hybrid organizing–insights from the study of social enterprises. The Academy of Management Annals8(1): 397–441.
11.
Ben SlimaneKChaneyD (2011) Don’t stay so close to your customer. Decision Marketing63: 73–78.
12.
BettisRAPrahaladCK (1995). The dominant logic: retrospective and extension. Strategic Management Journal16 (1): 5–14.
13.
BouchardM (2006) L’innovation sociale en économie sociale. Cahier de la Chaire de Recherche du Canada En Économie SocialeR-2006–01: 1–33.
14.
BrightDSGodwinLN (2010) Encouraging social innovation in global organisations: integrating planned and emergent approaches. Journal of Asia-Pacific Business11(3): 179–196.
15.
BurtRS (2007) Second-hand brokerage: evidence on the importance of local structure for managers, bankers and analysts. Academy of Management Journal50(1): 119–148.
16.
Cajaiba-SantanaG (2014) Social innovation: moving the field forward. A conceptual framework. Technological Forecasting and Social Change82: 42–51.
17.
CarrollAB (1979) A three-dimensional conceptual model of corporate performance. Academy of Management Review4(4): 497–505.
18.
ChristensenCMBaumannHRugglesR. (2006) Disruptive innovation for social change. Harvard Business Review84(12): 94–101.
19.
CoaseR (1937) The nature of the firm. Economica, New Series4(16): 386–405.
20.
DacinPADacinMTMatearM (2010) Social entrepreneurship: why we don’t need a new theory and how we move forward from here. Academy of Management Perspectives24(3): 37–57.
21.
DahanNMDohJPOetzelJ. (2010) Corporate-NGO collaboration: co-creating new business models for developing markets. Long Range Planning43(2/3): 326–342.
22.
DasSSVan de VenAH (2000) Competing with new product technologies: a process model of strategy. Management Science46(10): 1300–1316.
23.
De ClercqDVoronovM (2009) The role of cultural and symbolic capital in entrepreneurs. Ability to meet expectations about conformity and innovation. Journal of Small Business Management47(3): 398–420.
24.
DefournyJNyssensM (2010) Conceptions of social enterprise and social entrepreneurship in Europe and the United States: convergences and divergences. Journal of Social Entrepreneurship1(1): 32–53.
25.
DemilBLecocqX (2010) Business model evolution: in search of dynamic consistency. Long Range Planning43(2/3): 227–246.
26.
DesaGKochJL (2014) Scaling social impact: Building sustainable social ventures at the base-of-the-pyramid. Journal of Social Entrepreneurship5(2): 146–174.
27.
DoradoS (2006) Social entrepreneurial ventures: different values so different process of creation, no?Journal of Developmental Entrepreneurship11(4): 319–343.
28.
DraytonW (2002) The citizen sector becoming as entrepreneurial and competitive as business. California Management Journal44(3): 120–132.
29.
DuttonJEAshfordSJO’NeillRM. (1997) Reading the wind: how middle managers assess the context for selling issues to top managers. Strategic Management Journal18(5): 407–423.
30.
EversALavilleJ (2004) Defining the third sector in Europe. In: EversALavilleJ (eds.) The Third Sector in Europe. Cheltenham: Edward Elgar Publishing.
31.
FayolleABassoOBouchardV (2010) Three levels of culture and firms. Entrepreneurial orientation: a research agenda. Entrepreneurship and Regional Development22(7/8): 707–730.
32.
GartnerWB (1988) Who is an entrepreneur? Is the wrong question. American Journal of Small Business12(4): 11–32.
33.
GranovetterM (1985) Economic action and social structure: the problem of embeddedness. American Journal of Sociology91: 481–510.
34.
HechavarríaDMWelterC (2015) Opportunity types, social entrepreneurship and innovation Evidence from the panel study of entrepreneurial dynamics. International Journal of Entrepreneurship and Innovation16(4): 237–251.
35.
HerreraMEB (2015) Creating competitive advantage by institutionalizing corporate social innovation. Journal of Business Research68(7): 1468–1474.
36.
HockertsK (2006) Entrepreneurial opportunity in social purpose business ventures. In: MairJRobertsonJHockertsK (eds) Handbook of Research in Social Entrepreneurship. London: Palgrave, pp. 142–154.
37.
JohnsonMWChristensenCMKagermannH (2008) Reinventing your business model. Harvard Business Review86(12): 50–59.
38.
KickulJRGundryLK (2015) Special Issue: Innovations in social entrepreneurship – scaling for impact. International Journal of Entrepreneurship and Innovation16(4): 233–235.
39.
Koe Hwee NgaJShamuganathanG (2010) The influence of personality traits and demographic factors on social entrepreneurship start up intentions. Journal of Business Ethics95(2): 259–282.
40.
LamineWJackSFayolleA. (2015) One step beyond? Towards a process view of social networks in entrepreneurship. Entrepreneurship & Regional Development27(7–8): 413–429.
41.
LeblebiciHSalancikGRCopayA. (1991) Institutional change and the transformation of interorganisational fields: an organisational history of the US radiobroadcasting industry. Administrative Science Quarterly36(3): 333–363.
42.
LecaBGondJPCruzLB (2014) Building critical performativity engines for deprived communities: the construction of popular cooperative incubators in Brazil. Organization21(5): 683–712.
43.
LevinDZCrossR (2004) The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Science50: 1477–1490.
44.
LounsburyMGlynnMA (2001) Cultural entrepreneurship: stories, legitimacy and the acquisition of resources. Strategic Management Journal22(6/7): 545.
45.
MairJMartíI (2006) Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business41(1): 36–44.
46.
MairJMartíICanlyK (2007) Institutional voids as spaces of opportunity. European Business Forum31: 34–39.
47.
MarchJG (1991) Exploration and exploitation in organisational learning. Organisation Science2: 71–87.
48.
MartíI (2009) Organisations et résistance: acteurs (in)habituels, contextes (in)habituels. Revue Française de Gestion35(193): 107–132.
49.
McGrathRG (2010) Business models: a discovery driven approach. Long Range Planning43(2/3): 247–261.
50.
MillerD (2011) Miller (1983) revisited: a reflection on EO research and some suggestions for the future. Entrepreneurship: Theory and Practice35(5): 873–894.
ParsonsT (1956) Suggestions for a sociological approach to the theory of organisations 1. Administrative Science Quarterly1(1): 63–85.
53.
PhillipsWLeeHGhobadianA. (2015) Social innovation and social entrepreneurship: a systematic review. Group & Organisation Management40(3): 428–461.
54.
PowellW (1990) Neither market nor hierarchy: network forms of organisation. Research in Organisational Behavior12: 295–336.
55.
PrahaladC (2009) The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits. New York: Prentice Hall.
56.
RindovaVBarryDKetchenJDJ (2009) Entrepreneuring as emancipation. Academy of Management Review34(3): 477–491.
57.
SeelosCMairJ (2005) Sustainable development, sustainable profit. European Business Forum20: 49–53.
58.
ShaneS (2004) A General Theory of Entrepreneurship: The Individual-opportunity Nexus. Cheltenham: Edward Elgar Publishing.
59.
TraceyPPhillipsNHaughH (2005) Beyond philanthropy: community enterprise as a basis for corporate citizenship. Journal of Business Ethics58(4): 327–344.
60.
Van de VenAHEnglemanRM (2004) Event- and outcome-driven explanations of entrepreneurship. Journal of Business Venturing19(3): 343–358.
61.
WeickKE (1985) Cosmos vs. chaos: sense and nonsense in electronic contexts. Organizational Dynamics14(Autumn): 50–64.
62.
WilliamsonOE (1998) Transaction cost economics: how it works: where it is headed. The Economist146(1): 23–58.
63.
YangRMeyskensMZhengC. (2015) entrepreneurial intentions China versus the USA – is there a difference?International Journal of Entrepreneurship and Innovation16(4): 253–267.
64.
YunusM (2008) Creating a World without Poverty: How Social Business Can Transform Our Lives. New York: PublicAffairs.
65.
YunusMMoingeonBLehmann-OrtegaL (2010) Building social business models: lessons from the Grameen experience. Long Range Planning43(2–3): 308–325.
66.
ZaldM (2004) Making change: why does the social sector need social movements?. Stanford Social Innovation ReviewSummer: 23–34.
