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In this chapter I turn to how social science can be adapted to the challenges and tools of the 2020s, becoming more data driven, more experimental and fuelled by more dynamic feedback between theory and practice. Social science at its grandest is the way societies understand themselves: why they cohere or fall apart; why some grow and others shrink; why some care and others hate; how big structural forces explain the apparently special facts of our own biographies. It observes but also shapes action, and then learns from those actions.Starting with the idea of social science as collective selfknowledge, I describe how new approaches to intelligence of all kinds can help to reinvigorate it. I begin with data and computational social science and then move on to cover the idea of social R&D and experimentation, new ways for universities to link into practice, including social science parks, accelerators tied to social goals, challenge-based methods and social labs of all kinds, before concluding with the core argument: an account of how social science can engage with the emerging field of intelligence design. This is, I hope, a plausible and desirable direction of travel.The rise of data-driven and computational social ScienceWe are all familiar with the extraordinary explosion of new ways to observe social phenomena, which are bound to change how we ask social questions and how we answer them. Each of us leaves a data trail of whom we talk to, what we eat and where we go. It's easier than ever to survey people, to spot patterns, to scrape the web, to pick up data from sensors or to interpret moods from facial expressions. It's easier than ever to gather perceptions and emotions as well as material facts – for example, through sentiment analysis of public debates. And it's easier than ever for organisations to practise social science – whether it's investment organisations analysing market patterns, human resources departments using behavioural science or local authorities using ethnography.These tools are not monopolised by professional social scientists. In cities, for example, offices of data analytics link multiple data sets and governments use data to feed tools using AI – like Predpol or HART – to predict who is most likely to go to hospital or end up in prison.

The aim of this research is to explore the dynamics and impact of open social innovation, within the context of fab labs and makerspaces. Using an exploratory methodology based on 12 semi-structured interviews of fab lab founders belonging to The Centres for Maker Innovation and Technology (CMIT) programme – a network of 170 fab labs located in Eastern Europe – this research explores the impact of an adopting an open approach in relation to the different stages of social innovation (prompts, proposals, prototypes, sustaining, scaling and diffusion, systemic change) as well as social impact. The main results of this study are that while the CMIT programme provided each fab lab with similar initial conditions (identical funding, objectives and rules), the open social innovation approached adopted enabled to give birth to a wide diversity of fab labs, each being very well adapted to the local environment, social needs and constraints and able to deliver social impact in just a matter of years; a result that would be hard to achieve with a centralised top-down approach. The study identified three types of CMITs – Education, Industry and Residential – which could be similar or different depending on the stage of social open innovation. Furthermore, this paper discusses the main difficulties social entrepreneurs encounter as a part of the open social innovation process, as well as means to overcome them. In this respect, this study adds to the literature on fab labs by providing more comprehensive view of the challenges faced by fab labs (and makerspaces) founders, as well as suggestions of strategies enabling to ensure their long-term sustainability.

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.

From the perspective of sustainability, this paper analyzes how stakeholders realize sustainable social innovation through co-creation. Through literature and case analysis, based on the group classification of social networks, this paper proposes three elements of social innovation: place creation, situation creation and relationship structure, and further sorts out the co-creation of meaning co-creation, behavior co-creation and value co-creation. The research shows that co-creation is a practical activity based on cultural identity, group interaction and resource integration, and stakeholders can achieve the goal of sustainable social innovation through meaning co-creation, behavior co-creation and value co-creation.

This book illustrates how to design and implement co-creation, a powerful form of collective creativity that harnesses the potential of teams and can generate breakthrough insights. Skilled leaders and facilitators can utilize this approach to unleash the creative potential of their organizations. Drawing from years of applied research, the authors bring together insights from the fields of design and organizational development into an evocative and pragmatic "how-to" guidebook. Taking a human-centred rather than process oriented perspective, the book argues that experience design separates true co-creation from other forms of collective efforts and design thinking. Collective moments of creative insight emerge from the space between, an experience of flow and synchronicity from which new ideas spring forth. How to create and hold this space is the secret to the art of co-creation. Collective breakthroughs require stakeholders to undergo a journey from the world of their existing expertise into spaces of new potential. It requires leaders moving from a position of dominating space to holding the space for others, and developing core capacities such as empathy and awareness so that teams can engage each other co-creatively. This book uncovers the secrets of this journey, enabling process designers to develop more effective programs.

This paper provides an overview of the state of art of research on social entrepreneurship and the establishment of this topic in the academic world. It uses scientometric methods in measuring the maturity of social entrepreneurship research. The empirical part reveals the exponentially growing number of papers, the institutionalization of social entrepreneurship in seven dimensions, the emergence of thematic clusters, and methodological issues. The paper makes concrete suggestions on how to overcome methodological challenges. Furthermore, we provide a ranking of the 22 most cited academic contributions in social entrepreneurship. Surprisingly, almost half of the most cited papers have not been published in journals but in books, raising doubts about the current (over-)rating of journal publications.

This book examines the ways in which universities can play a crucial role in inclusive development, social innovation and social entrepreneurship. It aims to prove the importance of inclusive development and inclusive innovation on economic growth and demonstrate the ways in which universities can be pioneers in this area through initiatives in social responsibility and social innovation. For example, providing access to a university education without discrimination of race, gender, income status, or other factors would help to diminish the increasing income differentials currently being experienced in many countries, especially in the developing world. The research and studies included in this book provide insight into possible actions that can be taken by universities and public and private shareholders in inclusive development, social innovation, social entrepreneurship and overall regional economic and social development.

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.

Following Kuhn, this article conceptualizes social entrepreneurship as a field of action in a pre–paradigmatic state that currently lacks an established epistemology. Using approaches from neo–institutional theory, this research focuses on the microstructures of legitimation that characterize the development of social entrepreneurship in terms of its key actors, discourses, and emerging narrative logics. This analysis suggests that the dominant discourses of social entrepreneurship represent legitimating material for resource–rich actors in a process of reflexive isomorphism. Returning to Kuhn, the article concludes by delineating a critical role for scholarly research on social entrepreneurship in terms of resolving conflicting discourses within its future paradigmatic development.

CRSNG – Professeurs – Programmes de partenariats – Programme d’innovation dans les collèges et la communauté – Fonds d’innovation sociale destiné aux collèges et aux communautés

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Différents programmes d’aide, services et outils dont votre entreprise pourrait profiter à l’une ou l’autre des étapes de son cycle de vie.

The Office of Social Innovation (OSI) is piloting financial support in the form of two grants for student-initiated extra-curricular initiatives and projects that advance community-based social change: Social Innovation and Activism Fund (SIAF) and Apprenticing with a Problem.

RADIUS SFU and Embark Sustainability have partnered to provide funding in amounts ranging up to $2,000, depending on project size and budget, to SFU students.

L’Université Saint-Paul et l’École d’innovation sociale Élisabeth-Bruyère propose de généreuses bourses en vue de la rentrée 2021. Que l’on choisisse d’étudier en français ou en anglais, au premier ou au deuxième cycle, devenir un agent du changement social n’aura jamais été aussi accessible financièrement. Découvrez les principales bourses que nous offrons à ceux et celles qui choisissent de s’inscrire à temps plein !

Ce docment se veut un guide de référence pour le PIC phase 2 qui présente ses éléments les plus importants afin que toute la communauté PIC s'appuie sur des principes directeurs et des apprentissages communs.

Le Fonds de finance sociale (FFS) est une initiative fédérale qui vise à accélérer la croissance du marché de la finance sociale au Canada.

Définition des termes fréquemment utilisés dans le cadre du programme de préparation à l’investissement.

Higher Education Institutions, like many other organizations, are facing pressure from the development of digital technologies as a push towards the digitization of their activities and towards a type of change that some describe as disruptive and that forces them to review their processes and structures. This article describes the case of the medialab of the University of Salamanca, MEDIALAB USAL, as an experience of new learning space in higher education. Its origin is explained from the experiences of citizen technology laboratories and experimental laboratories at the point of intersection between Art, Science and Technology. Its structure and working methods are explained, and its activities are illustrated through the description of four educational innovation projects based on different digital technologies: a mathematics didactics project using AppInventor, Wikipedia as a tool for knowledge generation, Arduino for innovation in the teaching of Fine Arts and a university Hackathon as an activity to introduce students to social and entrepreneurial innovation processes.

Présentation du Programme de préparation à l’investissement