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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.

Les Living Labs (LLs) sont de nouvelles formes de laboratoires mettant en œuvre des approches collaboratives et expérimentales centrées sur les utilisateurs. Récemment, les capacités des LLs à développer des réseaux d’innovation ouverts et collaboratifs ont été soulignées. Mais les recherches sont encore peu nombreuses, alors même que le phénomène ne cesse d’évoluer en pratique. En s’appuyant sur l’analyse longitudinale d’une initiative en cours, les « Concept Maturity Levels Santé », impulsée par le Forum des Living Labs en Santé et Autonomie, cet article présente une recherche abductive visant à explorer et caractériser la manière dont les LLs peuvent contribuer, au-delà de projets d’innovation temporaires, à structurer des écosystèmes d’innovation ouverts et collaboratifs sur le long terme. En sus de contribuer à la littérature sur les LLs, l’article ouvre de nouvelles pistes de caractérisation des écosystèmes communautaires d’innovation jusqu’ici encore peu étudiés.Code JEL : M100

L’objectif de cet article est d’analyser une nouvelle forme organisationnelle, le living lab (LL) et sa capacité à favoriser l’innovation territoriale en milieu rural ou péri-urbain. A travers une revue de littérature et la mobilisation de la sociologie de l’acteur-réseau (Callon, 1986 ; Latour, 1987), nous positionnons les living labs comme intermédiaires d’innovation ouverte dont les caractéristiques permettent d’intégrer de nombreux acteurs hétérogènes, établissements publics, entreprises privées, associations et citoyens, sur des projets d’innovation. L’étude d’un LL rural met en évidence la capacité d’une telle structure à reconfigurer des réseaux d’acteurs pour proposer une série de tiers-lieux adaptés aux spécificités des territoires sur lesquels ils s’implantent. Cette recherche permet d’enrichir la réflexion la pérennisation des tiers-lieux ruraux et leurs spécificités par rapport aux espaces urbains.

Some see universities as a possible source of solutions to enable a sustainable transition and overcome societal challenges. Findings from three multisite case studies of Desis Labs, FabLabs, and Science Shops shed light on how universities can help empower communities and solve societal challenges locally. Adopting a sociotechnical and flat relational perspective inspired by science and technology studies (STS), we focus on the material and spatial aspects of how these spaces are configured, thereby ensuring practical relevance for policy makers and practitioners. Applying an analytical generalization methodology, we condense the qualitative data into a typology of three ideal space-types (i.e. affording, mediating, and impact-oriented) that represent specific configurations of actors, researchers, students, communities, spaces, infrastructure, equipment, facilitators, etc. The ideal space-types empower communities in different ways, require different resources to create and operate, and translate differently into specific local contexts.

Face à un environnement de plus en plus changeant et complexe, les organisations doivent continûment adapter leurs modes de fonctionnement internes. S’appuyer sur l’intelligence collaborative est devenu, à cet égard, un enjeu majeur. En tant que nouvel actif stratégique, le collaboratif renforce, au niveau de l’organisation, le décloisonnement et l’agilisation et, au niveau individuel, la responsabilisation et le sentiment d’appartenance. Si de nombreux dispositifs collaboratifs existent déjà, peu encore permettent un traitement des programmes de transformation en mode interentreprises. Le SwitchLab, conçu en 2018 par deux spécialistes de l’innovation managériale, permet de façon originale de booster des projets d’organisation concrets. Cet ouvrage présente en détail les principes, modalités et apports de ce nouveau dispositif d’échange inter-organisationnel, tout en montrant de quelle façon il s’inscrit dans une logique « d’entreprise étendue », de « pair-à-pair » et de « collaboration ouverte ».

Nous proposons un regard réflexif sur deux expériences de recherche-projet menées dans le cadre de thèses de doctorat. Notre réflexion porte sur les apports et limites de cette démarche dans le cadre de projets ancrés dans les champs de la santé et du handicap, plus spécifiquement des troubles du sommeil et des troubles du spectre de l’autisme. La proposition repose sur la démonstration de l’intérêt de la conception participative propre à la recherche-projet dans ces domaines sensibles au sein desquels l’enjeu de l’inclusion des acteurs apparaît comme majeur.

L’adjectif « agile » est désormais employé pour qualifier un idéal d’entreprises dynamiques et innovantes. De fait, deux interprétations de ce terme peuvent être envisagées. La première renvoie à la mise en place systématique d’une gestion de projet en mode agile, c’est-à-dire se conformant à certaines valeurs et principes formulés dans un manifeste. Celui-ci met notamment l’accent sur le développement en cycles courts, le travail en petite équipe, une conception en collaboration avec les clients et l’acceptation bienveillante des changements de besoins. La seconde se rapporte à une entreprise capable de répondre plus vite et mieux que ses concurrentes à des changements environnementaux. Dans ces deux cas, la créativité et la veille jouent un rôle important. Elles permettent à l’entreprise de rester agile en : identifiant les changements environnementaux, alertant sur ses propres routines, envisageant rapidement des réponses pertinentes pour ses clients et, autant que possible, surprenantes pour ses concurrents.

Social Innovation is one of the key indicators within the sustainable development goals (SDGs). Currently, service Design and its design thinking processes play a significant role in Innovation for businesses; it proved its social innovation impact in many projects building sustainable solutions. This study aims to highlight the value of implementing service design through the design thinking process in finding a sustainable solution for different social issues. Researchers achieved the aim of this study using qualitative methodology, implementing case study analysis as a method, were 28 design students have been asked to redesign missing social experiences during pandemics. These case studies explain how sustainable solutions can be generated via service design through the design thinking processes. The findings of this research highlight the value of implementing service design with its design thinking process to generate sustainable solutions for different social issues, concluding that this process can be taught and applied by designers to change their mindsets from `final outcome' to the concept of `final demand', aligning then with sustainability for social Innovation.

La transformation numérique et l’innovation collaborative ou les notions associées « d’intelligence collective », de « design thinking », « d’agilité » sont en passe de devenir les principaux concepts à la mode du management dans les organisations privées et publiques, au moins au sein des sièges et des directions centrales. Partant d’une description des spécificités des bouleversements introduits par la transition numérique et des technologies capacitantes qu’elle promeut, nous montrons comment les opérateurs sont parfois en demande de plus d’innovations numériques pour améliorer leurs conditions de travail et les services rendus au public, pour autant que celles-ci ne soient pas substitutives et excessivement rationalisantes. Les démarches d’innovation collaborative, soutenues par le haut management de manière parfois paradoxale, contribuent à faciliter ces mutations.

This open access book summarizes research being pursued within the SISCODE (Society in Innovation and Science through CO-DEsign) project, funded by the EU under the H2020 programme, the goal of which is to set up an analytical, reflective and learning framework to explore the transformations in initiatives and policies emerging from the interaction between citizens and stakeholders. The book provides a critical analysis of the co-design processes activated in 10 co-creation labs addressing societal challenges across Europe. Each lab as a case study of real-life experimentation is described through its journey, starting from the purpose on the ground of the experimentation and the challenge addressed. Specific attention is then drawn on the role of policies and policy maker engagement. Finally, the experimentation is enquired in terms of its output, transformations triggered within the organization and the overall ecosystem, and its outcomes, opening the reasoning towards the lessons learnt and reflections that the entire co-creation journey brought.

Digital platforms help develop the open value co-creation strategic alliances, reshape traditional B2B relationships, and promote inclusive social innovation. This research explores the nature of coopetition between the digital platform and its participants. The focus is on how the platform-based alliance balances the contradiction between value creation and appropriation. The support evidence derives from a Stackelberg game in the context of cooperative advertising. Either the platform or the participant supporting advertising in the alliance prompts a Pareto improvement for all players. But the increased profit would be mainly occupied by the dominant platform. The incentive mechanism of profit sharing can promote the alliance to co-create value in a sustainable manner. The game illustrates the significance of cooperative relationships to co-create a larger total value and the existence of an unequal win-win relationship in the strategic alliance. The contradictory logic of cooperation and competition can be accommodated in the platform-based alliance. The dynamic coopetition is involved in a partially convergent interest structure and impacted by power asymmetry. The results highlight the balance between the tensions and harmonies through value creation and appropriation. • Social innovation through value co-creation in the platform-based alliance. • The dynamic coopetition to balance the contradictory logic of value creation and appropriation. • An unequal win-win relationship in cooperative advertising. • The partially convergent interest structure is impacted by power asymmetry.

This study examined the role of Higher Educational Institutions (HEIs) in promoting, creating, and sustaining social innovation. Recently, HEIs have extended their contribution beyond the traditional function of teaching and research to perform in socio-economic problem-solving. Considering the increasing trends of higher education involvement in social innovation practices, this study tries to examine the tools such as learning processes and systemic thinking approach that could be helpful to align the function and responsibilities of HEIs towards social innovation. The objective is to develop a theoretical understanding of the "co-creation for social innovation" concept and to understand the functions and activities of HEIs that can contribute to this process. To promote co-creation for social innovation, HEIs should actively encourage collaborative learning tools that focus on open platforms for collective action and systemic change that help them to engage with society and strengthen their collaboration with social actors. Different activities such as mutual learning and knowledge diffusion using a transdisciplinary approach, technology-based learning and collaboration, and relational transformation are key enablers that can promote social innovation.

Creative collaboration happens when a creative process is undertaken by two or more individuals, teams, entities, or organizations for a project or challenge of common concern. Typically, the project is too challenging to be undertaken alone; and if done satisfactorily, the outcome is would be both novel and useful. Members can collaborate either physically or remotely through electronic (online creative collaboration) or other means at all or different phases of the project.

The process of social innovation involves 3 major stages: codiseño, coejecucion and monitoring. In this communication, the progress and results of the co-design process of the Project entitled Development of a Participatory Integral System to Improve and Restore Soils and the Productivity of Communities of the District of ÑURUM, which is executed in the Ngobe Buglé Comarca of Veraguas province. The methodology of Participatory Rural Innovation (IRP) with a polytextural approach was applied for the first time in Panama, to address a problem identified by the community itself. The results included: current situation of each context in the studied community, detection of SIR (redundant attempted situations), contextual interaction, disruptive tests and detection of possible overcoming. We also managed to address aspects of governance, requirements and potential of the community and finally innovative solutions were generated that constitute possible subprojects that make up the comprehensive roadmap of social innovation for soil improvement in Cerro Pelado. The experience allowed us to validate that there is a dynamic of social behavior very characteristic of each culture that largely determines the way in which people affected by a problem approach the possible solutions. In this context, CyT groups need to establish effective links with the affected communities to identify, design and implement solutions in a collective and sustainable way.

- Features interdisciplinary expertise from economics, law, technology and social science on the practice of co-creation - Provides best-practices and management approaches to successful co-creation - Enables research-based and practice-relevant understanding of the background and concepts around co-creation

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.

The concept of co-creation includes a wide range of participatory practices for design and decision making with stakeholders and users. Generally co-creation refers to a style of design or business practice characterized by facilitated participation in orchestrated multi-stakeholder engagements, such as structured workshops and self-organizing modes of engagement. Co-creation envelopes a wide range of skilled social practices that can considerably inform and enhance the effectiveness of organizational development, collaboration, and positive group outcomes. New modes of co-creation have emerged, evolving from legacy forms of engagement such as participatory design and charrettes and newer forms such as collaboratories, generative design, sprints, and labs. Often sessions are structured by methods that recommend common steps or stages, as in design thinking workshops, and some are explicitly undirected and open. While practices abound, we find almost no research theorizing the effectiveness of these models compared to conventional structures of facilitation. As co-creation approaches have become central to systemic design, service design, and participatory design practices, a practice theory from which models might be selected and modified would offer value to practitioners and the literature. The framework that follows was evolved from and assessed by a practice theory of dialogic design. It is intended to guide the development of principles-based guidelines for co-creation practice, which might methodologically bridge the wide epistemological variances that remain unacknowledged in stakeholder co-creation practice.

Des aides financières encouragent l’innovation scientifique en Suisse. Le domaine social est désormais aussi concerné. Comment présenter sa requête pour améliorer ses chances de décrocher un financement fédéral ? Repères et conseils

Ten papers consider new sources of entrepreneurial finance, highlighting angel investors, government interventions, financial technology innovations, and how entrepreneurs' characteristics relate to fundraising success. Papers discuss the role of angel syndicates on the demand and supply of informal venture capital (VC); government intervention in VC markets; the validity of guarantee instruments; green project crowdfunding; linguistic style approaches for gaining empathetic attention from crowdfunding investors; blockchain, cryptocurrency, and initial coin offerings; the development of the minibond market for small and medium-sized enterprises; facilitating access to early-stage equity financing in developing countries; the financial literacy of entrepreneurs; and the pedagogical value of social entrepreneurship competitions at the individual level. Quas is Senior Researcher in Corporate Finance at Universita degli Studi di Milano. Alperovych is Associate Professor of Corporate Finance at EMLYON Business School. Bellavitis is Lecturer of Innovation and Entrepreneurship in the Faculty of Management and International Business of Auckland Business School at the University of Auckland. Paeleman is Assistant Professor at the University of Antwerp. Kamuriwo is Associate Professor in Strategy in the Cass Business School at City, University of London. Index.