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The best tools and techniques for you to grow your startup, curated by District 3. Base de données en entreprenariat et innovation sociale
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The aim of this study is to provide new insights into the social innovation (SI) development process in the context of social start-ups. A multiple case study identifies the issues and mechanisms for social start-ups to develop a social need into a potentially scalable innovation and to validate and scale it up, while avoiding a possible failure. Results show that key challenges faced by social start-ups can be characterized according to the stage of the SI development path. Firstly, social start-ups' failure can be caused by the lack of expertise in social problems and of flexible processes for social ventures creation; secondly, by the lack of awareness of SI benefits and proper resources allocation; and, finally, by a weak understanding of the impact and intangible outcomes of the developed SI in society, while ensuring its economic sustainability. Successfully overcoming these challenges requires social start-ups to put in place the following mechanisms: (1) leveraging a vision and motivations that balance tensions in terms of the radical, economic and cultural aspects of SI; (2) engaging the SI stakeholders in different (and sequential) phases of SI development process; and (3) identifying and adopting the most suitable technological, financial and communication tools in an integrated way.
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The aim of this study is to provide new insights into the social innovation (SI) development process in the context of social start-ups. A multiple case study identifies the issues and mechanisms for social start-ups to develop a social need into a potentially scalable innovation and to validate and scale it up, while avoiding a possible failure. Results show that key challenges faced by social start-ups can be characterized according to the stage of the SI development path. Firstly, social start-ups' failure can be caused by the lack of expertise in social problems and of flexible processes for social ventures creation; secondly, by the lack of awareness of SI benefits and proper resources allocation; and, finally, by a weak understanding of the impact and intangible outcomes of the developed SI in society, while ensuring its economic sustainability. Successfully overcoming these challenges requires social start-ups to put in place the following mechanisms: (1) leveraging a vision and motivations that balance tensions in terms of the radical, economic and cultural aspects of SI; (2) engaging the SI stakeholders in different (and sequential) phases of SI development process; and (3) identifying and adopting the most suitable technological, financial and communication tools in an integrated way.
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There has been limited study on the role of the startup ecosystem in social entrepreneurship. This article addresses the gap by applying a theoretical framework of startup ecosystem to two social enterprises originating from a Singapore university, examining how they engage with stakeholders to create social impact. WateRoam Pte Ltd is a water innovation startup that deploys cost-effective water filtration solutions to rural communities and disaster-hit locations. Tware is a wearable technology startup with a range of therapeutic products for individuals with autism, stress or anxiety. The two cases provide insights on the ecosystem for social ventures in Singapore. The Finance domain is identified as a potential area of improvement, as there is uncertainty on the appropriate growth trajectory for funding. University incubation and mentor networks are found to be pivotal in extending the Markets domain. Finally, this study highlights the Supports domain in the form of university R&D facilities and accelerator programmes that have been instrumental in strengthening connections. Extending beyond the university context, it is evident that infrastructural resources in the ecosystem are crucial. Policymakers may draw on the experience of countries, like Israel, which have successfully built such support facilities to nurture innovation-based social enterprises.
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There has been limited study on the role of the startup ecosystem in social entrepreneurship. This article addresses the gap by applying a theoretical framework of startup ecosystem to two social enterprises originating from a Singapore university, examining how they engage with stakeholders to create social impact. WateRoam Pte Ltd is a water innovation startup that deploys cost-effective water filtration solutions to rural communities and disaster-hit locations. Tware is a wearable technology startup with a range of therapeutic products for individuals with autism, stress or anxiety. The two cases provide insights on the ecosystem for social ventures in Singapore. The Finance domain is identified as a potential area of improvement, as there is uncertainty on the appropriate growth trajectory for funding. University incubation and mentor networks are found to be pivotal in extending the Markets domain. Finally, this study highlights the Supports domain in the form of university R&D facilities and accelerator programmes that have been instrumental in strengthening connections. Extending beyond the university context, it is evident that infrastructural resources in the ecosystem are crucial. Policymakers may draw on the experience of countries, like Israel, which have successfully built such support facilities to nurture innovation-based social enterprises.
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The best tools and techniques for you to grow your startup, curated by District 3. Base de données en entreprenariat et innovation sociale
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