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Social innovation is related to new products, services, and models aiming to improve human well-being and create social relationships and collaborations. The business model innovation (BMI) context can foster social innovation and can be applied in social innovation projects and initiatives. What is important for social BMI is the social mission, which needs to be defined in order to be able to move forward with the strategy, the value proposition, and the best practices of the business. Based on the existing social innovation literature and case studies, this paper proposes an “ecosystem” approach that can provide an integrated framework for social business models. This approach adopts the quadruple/quintuple helix innovation models which are able to promote social innovation, enabling a locus-centric and triple-bottom-line-centric entrepreneurial process of knowledge discovery and exploitation. Such a framework may help to study the role, nature, and dynamics of social co-opetitive fractal ecosystems, given emphasis on civil society, political structures, environment, and sustainability. In addition, the social innovation case studies presented in this paper highlight that targeted open innovation is a key element for social BMI.

Social innovation is related to new products, services, and models aiming to improve human well-being and create social relationships and collaborations. The business model innovation (BMI) context can foster social innovation and can be applied in social innovation projects and initiatives. What is important for social BMI is the social mission, which needs to be defined in order to be able to move forward with the strategy, the value proposition, and the best practices of the business. Based on the existing social innovation literature and case studies, this paper proposes an “ecosystem” approach that can provide an integrated framework for social business models. This approach adopts the quadruple/quintuple helix innovation models which are able to promote social innovation, enabling a locus-centric and triple-bottom-line-centric entrepreneurial process of knowledge discovery and exploitation. Such a framework may help to study the role, nature, and dynamics of social co-opetitive fractal ecosystems, given emphasis on civil society, political structures, environment, and sustainability. In addition, the social innovation case studies presented in this paper highlight that targeted open innovation is a key element for social BMI.

A social innovation ecosystem is a set of actors from different societal sectors and their environments with legal and cultural norms, supportive infrastructures and many other elements, which enable or inhibit the development of social innovations. In this context, several issues regarding information reuse and integration can be found. In this paper, we present an observational study where a real case of an emerging social innovation ecosystem was modeled and analyzed in order to identify the challenges faced by the actors. Results show the importance of adopting digital ecosystem concepts for an approach in which social innovation actors interact and collaborate through the support provided by a common technological platform, composing what we called as Social Innovation Digital Ecosystem (SIDE). Such approach aims to support social innovation actors towards fostering collaboration, co-creation, knowledge, and information sharing and reuse, enabling the development, dissemination and generation of more effective social innovations.

This article uses a conceptual approach to propose an innovation model for regional universities. It demonstrates that the traditional university encounters several obstacles that hinder its full integration into the development of its respective region and explains why currently known models cannot adapt to regions that have deficient relationships with the government and lack an entrepreneurial base. The new model is based on a structure composed of units called “innovation hubs” and incorporates social innovation, thus permitting the university to become integrated into the regional innovation ecosystems. The Magdalena University in Colombia was used as a reference in developing the model. Keywords: hub; social innovation; university innovation models; regional innovation ecosystems

This article uses a conceptual approach to propose an innovation model for regional universities. It demonstrates that the traditional university encounters several obstacles that hinder its full integration into the development of its respective region and explains why currently known models cannot adapt to regions that have deficient relationships with the government and lack an entrepreneurial base. The new model is based on a structure composed of units called “innovation hubs” and incorporates social innovation, thus permitting the university to become integrated into the regional innovation ecosystems. The Magdalena University in Colombia was used as a reference in developing the model. Keywords: hub; social innovation; university innovation models; regional innovation ecosystems

The main purpose of this article is to introduce the Social Enterprise Model Canvas (SEMC), a Business Model Canvas (BMC) conceived for designing the organizational settings of social enterprises, for resolving the mission measurement paradox, and for meeting the strategy, legitimacy and governance challenges. The SEMC and the analysis that explains its features are of interest to academics concerned with the study of social entrepreneurship because they offer a new analytical tool that is particularly useful for untangling and comparing different forms of social enterprises. Also, it is of interest to social entrepreneurs, because the SEMC is a platform that can be used to prevent 'mission drifts' that might result from problems emerging from the mismanagement of such challenges. The arguments presented are grounded on scientific literature from multiple disciplines and fields, on a critical review of the BMC, and on a case study. The main features of SEMC that makes it an alternative to the BMC are attention to social value and building blocks that take into consideration non-targeted stakeholders, principles of governance, the involvement of customers and targeted beneficiaries, mission values, short-term objectives, impact and output measures.

The main purpose of this article is to introduce the Social Enterprise Model Canvas (SEMC), a Business Model Canvas (BMC) conceived for designing the organizational settings of social enterprises, for resolving the mission measurement paradox, and for meeting the strategy, legitimacy and governance challenges. The SEMC and the analysis that explains its features are of interest to academics concerned with the study of social entrepreneurship because they offer a new analytical tool that is particularly useful for untangling and comparing different forms of social enterprises. Also, it is of interest to social entrepreneurs, because the SEMC is a platform that can be used to prevent 'mission drifts' that might result from problems emerging from the mismanagement of such challenges. The arguments presented are grounded on scientific literature from multiple disciplines and fields, on a critical review of the BMC, and on a case study. The main features of SEMC that makes it an alternative to the BMC are attention to social value and building blocks that take into consideration non-targeted stakeholders, principles of governance, the involvement of customers and targeted beneficiaries, mission values, short-term objectives, impact and output measures.

The Triple Layered Business Model Canvas is a tool for exploring sustainability-oriented business model innovation. It extends the original business model canvas by adding two layers: an environmental layer based on a lifecycle perspective and a social layer based on a stakeholder perspective. When taken together, the three layers of the business model make more explicit how an organization generates multiple types of value - economic, environmental and social. Visually representing a business model through this canvas tool supports developing and communicating a more holistic and integrated view of a business model; which also supports creatively innovating towards more sustainable business models. This paper presents the triple layer business model canvas tool and describes its key features through a re-analysis of the Nestle Nespresso business model. This new tool contributes to sustainable business model research by providing a design tool which structures sustainability issues in business model innovation. Also, it creates two new dynamics for analysis: horizontal coherence and vertical coherence. (C) 2016 Elsevier Ltd. All rights reserved.