Organizational pathways for social innovation and societal impacts in disability nonprofits
- Authors: Taylor, Rachel , Torugsa, Nuttaneeya , Arundel, Anthony
- Date: 2020
- Type: Text , Journal article
- Relation: Voluntas Vol. 31, no. 5 (2020), p. 995-1012
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- Description: Using data from a sample of 301 Australian disability nonprofit organizations (NPOs), this study applies configurational thinking to identify combinations of organizational capabilities that lead to Nonprofit Social Innovation (NSI)—a new service or process that promotes social inclusion of people with disabilities—and examines whether NSI is a sufficient condition for high societal impacts to be achieved. The conceptualization and components of the NSI framework were developed in our previous research through a two-month researcher-in-residency at disability NPOs. In this study, we employ fuzzy-set qualitative comparative analysis to identify several “recipes” of capabilities (varying by organizational size and geographical location) for NSI development. The analyses find that high societal impacts from NSI occur when organizations adopt diverse perspectives, and embrace either person-focused approaches or operate in a risk-tolerant environment. These findings provide valuable linkages to managerial practice in nonprofits and advance emerging theoretical understandings of social innovation. © 2019, International Society for Third-Sector Research.
Social Innovation in Disability Nonprofits: An Abductive Study of Capabilities for Social Change
- Authors: Taylor, Rachel , Torugsa, Nuttaneeya , Arundel, Anthony
- Date: 2020
- Type: Text , Journal article
- Relation: Nonprofit and Voluntary Sector Quarterly Vol. 49, no. 2 (2020), p. 399-423
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- Description: This study uses an abduction-based approach to identify the capabilities harnessed by nonprofit organizations (NPOs) as they develop social innovations. The context of this study is the Australian disability sector currently undergoing a once-in-a-generation social policy reform with the implementation of the National Disability Insurance Scheme. Data from extensive field observation and 52 interviews were collected during “researcher-in-residences” at two disability NPOs and analyzed using thematic coding and practice–theory iteration to arrive at a “working” hypothesis. The findings reveal many capabilities used by disability NPOs on the path to social innovation development. The complex interplay of these capabilities forms five pivotal capabilities (i.e., transformational empathy, place-based relationing, diversity learning, paradoxical change making, and complexity leadership) for eliciting nonprofit social innovation (NSI) with community and system-level impacts. © The Author(s) 2019.
The impact of timing in innovation management
- Authors: Beckett, Ronald , O'Loughlin, Andrew
- Date: 2016
- Type: Text , Journal article
- Relation: Journal of Innovation Management Vol. 4, no. 3 (2016), p. 32-64
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- Description: An innovative idea launched in the wrong place at the wrong time may not deliver the outcomes hoped for. Based on 55 empirical studies, Bowen, Rostami and Steel (2010) suggest ‘timing is everything’ if innovation is to enhance organisational performance, but there is also a need to understand contextual factors. The paper presents a theoretical model representing the interaction of idea, place, resources and temporal factors that draws on the Ancient Greek notion of Kairos linking events in time and timely action. Longitudinal studies of four intermediary organisations intended to enhance SME innovation capabilities are compared at different stages in their evolution. The cases highlight the context-sensitive nature of innovation: an idea that has been successfully implemented in one place at one time may not be successful at another place or another time.