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Bibliographie complète 1 183 ressources
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This paper examines the evolution in the conceptualization of Social Innovation (SI) with a view to elucidating the multiplication of uses of the term over the last half century. We performed a comprehensive and systematic literature review extracting 252 definitions of SI through a search of 2,339 documents comprising academic papers, books and book chapters, together research and policy reports. To guide the inductive analysis of pluri-vocal discourses we assume innovation to be a learning-based process involving actors’ interactions and social practices. We apply mixed qualitative methodologies, combining content analysis based on an interpretivist ontology with cognitive mapping techniques. Our findings show that SI was introduced as an analytical concept by incipient academic communities and has spread in the last decades as a normative concept fuelled by development and innovation policies. SI is defined by a set of common core elements underpinning three different and interrelated discursive ‘areas’: processes of social change, sustainable development and the services sector. We point to some policy implications and a number of promising avenues for research towards the advancement of a broader socio-technical theory of innovation.
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Un article de la revue Revue internationale de l'économie sociale, diffusée par la plateforme Érudit.
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Un article de la revue Revue internationale de l'économie sociale, diffusée par la plateforme Érudit.
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9 définition(s) pour le terme Innovation sociale
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This paper examines the evolution in the conceptualization of Social Innovation (SI) with a view to elucidating the multiplication of uses of the term over the last half century. We performed a comprehensive and systematic literature review extracting 252 definitions of SI through a search of 2,339 documents comprising academic papers, books and book chapters, together research and policy reports. To guide the inductive analysis of pluri-vocal discourses we assume innovation to be a learning-based process involving actors’ interactions and social practices. We apply mixed qualitative methodologies, combining content analysis based on an interpretivist ontology with cognitive mapping techniques. Our findings show that SI was introduced as an analytical concept by incipient academic communities and has spread in the last decades as a normative concept fuelled by development and innovation policies. SI is defined by a set of common core elements underpinning three different and interrelated discursive ‘areas’: processes of social change, sustainable development and the services sector. We point to some policy implications and a number of promising avenues for research towards the advancement of a broader socio-technical theory of innovation.
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Le Réseau québécois en innovation sociale est un espace de partage et de mobilisation des savoirs et des expériences qui contribue à faire de l’innovation sociale un levier indispensable au développement durable du Québec.
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Towards Braiding is an on-going collaborative process between Elwood Jimmy and Vanessa Andreotti hosted and funded by the Musagetes Arts Foundation. This collaboration involves several modes of re…
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Le Cadre d’évaluation de l’engagement des patients et du public (EPP) en recherche, Apprendre Ensemble, est un outil national adaptable, qui peut être utilisé pour planifier et pour évaluer le processus d’engagement...
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This form can help you think through different ways to mobilize knowledge and create a solid plan for moving ahead. If you are considering multiple target audiences, you may want to complete individual plans to guide specific activities for each of these knowledge user groups. Or check out Appendix A for an alternate way to sort through your various strategies to reach different audiences.
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Despite the recent surge of research on leader humility, it remains unclear how and when teams benefit from it. Drawing on social cognitive theory, we propose a moderated mediation model that we test using multisource, time-lagged data collected from 71 teams in a university-affiliated hospital. We find that humble leaders indirectly enhance team innovation via greater team reflexivity. Additionally, we consider the average level of proactive personality of team members as a boundary condition of the positive effect of leader humility. Our results show that leader humility prompts team reflexivity only when team mean level of proactive personality is high, which in turn increases team innovation. Bridging social cognitive theory with research on humble leadership in teams, our study offers important implications for both theory and practice.
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Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge boundaries can be difficult in practice, and innovation is not always realized. Two streams of research are particularly relevant for understanding the challenges inherent in cross-boundary teaming: research on team effectiveness and research on knowledge in organizations. They offer complementary insights: the former stream focuses on group dynamics and measures team inputs, processes, emergent states, and outcomes, while the latter closely investigates dialog and objects in recurrent social practices. Drawing from both streams, this paper seeks to shed light on the complexity of cross-boundary teaming, while highlighting factors that may enhance its effectiveness. We develop an integrative model to provide greater explanatory power than previous approaches to assess cross-boundary teaming efforts and their innovation performance.
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Innovation challenges are increasingly complex, cutting across distributed actors from different disciplines, organizations, and fields. Solving such challenges requires creating the capacities of opening up for innovation to access and develop a greater amount and variety of knowledge and resources. Perspectives on open source, open innovation, and interorganizational collaboration have explored such capacities, but from different origins and scopes of analysis. Our practice-based integrative framework of “opening innovation” helps highlight these differences and connect their relative strengths. Through a critical literature review paired with an analysis of different empirical cases from Hacking Health, a non-profit organization helping drive digital health innovation, the authors reveal the user-centric, firm-centric, and field-centric approaches to opening innovation that progressively connect a greater variety of actors and resources. The authors show how specific new relational practices they produce address the new relational dynamics these connections bring to accumulate more resources for innovation to keep progressing.
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