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The Public Health Agency of Canada’s Innovation Strategy (PHAC-IS) was established amid calls for diverse structural funding mechanisms that could support research agendas to inform policy making across multiple levels and jurisdictions. Influenced by a shifting emphasis towards a population health approach and growing interest in social innovation and systems change, the PHAC-IS was created as a national grantmaking program that funded the testing and delivery of promising population health interventions between 2009 and 2020.

The Public Health Agency of Canada’s Innovation Strategy (PHAC-IS) was established amid calls for diverse structural funding mechanisms that could support research agendas to inform policy making across multiple levels and jurisdictions. Influenced by a shifting emphasis towards a population health approach and growing interest in social innovation and systems change, the PHAC-IS was created as a national grantmaking program that funded the testing and delivery of promising population health interventions between 2009 and 2020.

Inspired by the South American research tradition known as “social technology,” this article proposes an operational framework to advance the understanding of mechanisms that help to promote social transformation. To illustrate its theorizing potential, we apply the framework to a nonprofit organization–Parole d’excluEs–that was created in Montreal (Canada) in 2006 and that has been promoting citizen mobilization and commitment to social change (parole-dexclues.ca). To that end, we offer a theoretical paper with an empirical illustration as a first step in a reflection on employing a global South theoretical lens–drawing on the concept of social technology–to make sense of a global North social innovation experience and to advance existing knowledge on the mechanisms of social transformation. The results contribute to social innovation research and practice, particularly at the interface between the management and nonprofit literatures.

The purpose of this paper is to explore multiple Canadian educators' experiences with the Map the System (MTS) competition, designed to foster and grow systems thinking capacity among students exploring complex questions. The challenge has been an opportunity for social innovation programs (from the nascent to the established) across Canadian post-secondaries to engage both with their own communities and with social innovators internationally, connecting social innovation spaces as part of their third mission. Across the organizations, students valued the interdisciplinary and systems thinking qualities, and organizations benefited from the external competition, there remain questions about organizational engagement in social innovation as a deeply transformative process internally. Design/methodology/approach All Canadian post-secondary institutions who participated in the 2020 MTS competition (17) were invited to a digital roundtable to discuss their experiences. Ten were able to participate, representing a range of post-secondaries (including large research institutions, undergraduate-only universities and colleges). To facilitate discussion, participants met to discuss format and topics; for the roundtable itself, participant educators used a google form to capture their experiences. These were summarized, anonymized and redistributed for validation and clarification. To reflect this collaborative approach, all participant educators are listed as authors on this paper, alphabetically after the organizing authors. Findings For students participating in MTS, they have built both their interdisciplinary and systems thinking skills, as well as their commitment to achieving meaningful change in their community. But MTS arrived in fertile environments and acted as an accelerant, driving attention, validation and connection. Yet while this might align with post-secondary education’s third mission, educators expressed concerns about sustainability, internal commitment to change and navigating tensions between a challenge approach and collaborative work, and internal work and national competition limitations. This complicates the simple insertion of MTS in a post-secondary’s social innovation-related third mission. Research limitations/implications This study was limited to Canadian post-secondaries participating in MTS, and therefore are not representative of either post-secondaries in Canada, or all the MTS participants although Canada is well represented in the challenge itself. Additionally, while the authors believe their approach to treat all participants as authors, and ensured multiple feedback opportunities in private and collectively, this is a deliberate and potentially controversial move away from a traditional study. Social implications More than half of Canadian universities (a subgroup of post-secondaries) had at least one social innovation initiative, but questions have been raised about whether these initiatives are being evaluated internally, or are triggering the kinds of transformative internal work that might be an outcome. Understanding the impact of MTS one example of a social innovation-related initiative can help advance the broader conversation about the place (s) for social innovation in the post-secondary landscape – and where there is still significant work to be done. Originality/value As Canada has only participated in MTS for four years, this is the first inter-institution consideration of its related opportunities and obstacles as a vehicle for transformational social innovation. As well, educators talking openly and frankly to educators reinforces the collaborative quality of social innovation across the post-secondary landscape.

The purpose of this paper is to explore multiple Canadian educators' experiences with the Map the System (MTS) competition, designed to foster and grow systems thinking capacity among students exploring complex questions. The challenge has been an opportunity for social innovation programs (from the nascent to the established) across Canadian post-secondaries to engage both with their own communities and with social innovators internationally, connecting social innovation spaces as part of their third mission. Across the organizations, students valued the interdisciplinary and systems thinking qualities, and organizations benefited from the external competition, there remain questions about organizational engagement in social innovation as a deeply transformative process internally. Design/methodology/approach All Canadian post-secondary institutions who participated in the 2020 MTS competition (17) were invited to a digital roundtable to discuss their experiences. Ten were able to participate, representing a range of post-secondaries (including large research institutions, undergraduate-only universities and colleges). To facilitate discussion, participants met to discuss format and topics; for the roundtable itself, participant educators used a google form to capture their experiences. These were summarized, anonymized and redistributed for validation and clarification. To reflect this collaborative approach, all participant educators are listed as authors on this paper, alphabetically after the organizing authors. Findings For students participating in MTS, they have built both their interdisciplinary and systems thinking skills, as well as their commitment to achieving meaningful change in their community. But MTS arrived in fertile environments and acted as an accelerant, driving attention, validation and connection. Yet while this might align with post-secondary education’s third mission, educators expressed concerns about sustainability, internal commitment to change and navigating tensions between a challenge approach and collaborative work, and internal work and national competition limitations. This complicates the simple insertion of MTS in a post-secondary’s social innovation-related third mission. Research limitations/implications This study was limited to Canadian post-secondaries participating in MTS, and therefore are not representative of either post-secondaries in Canada, or all the MTS participants although Canada is well represented in the challenge itself. Additionally, while the authors believe their approach to treat all participants as authors, and ensured multiple feedback opportunities in private and collectively, this is a deliberate and potentially controversial move away from a traditional study. Social implications More than half of Canadian universities (a subgroup of post-secondaries) had at least one social innovation initiative, but questions have been raised about whether these initiatives are being evaluated internally, or are triggering the kinds of transformative internal work that might be an outcome. Understanding the impact of MTS one example of a social innovation-related initiative can help advance the broader conversation about the place (s) for social innovation in the post-secondary landscape – and where there is still significant work to be done. Originality/value As Canada has only participated in MTS for four years, this is the first inter-institution consideration of its related opportunities and obstacles as a vehicle for transformational social innovation. As well, educators talking openly and frankly to educators reinforces the collaborative quality of social innovation across the post-secondary landscape.

Inspired by the South American research tradition known as “social technology,” this article proposes an operational framework to advance the understanding of mechanisms that help to promote social transformation. To illustrate its theorizing potential, we apply the framework to a nonprofit organization–Parole d’excluEs–that was created in Montreal (Canada) in 2006 and that has been promoting citizen mobilization and commitment to social change (parole-dexclues.ca). To that end, we offer a theoretical paper with an empirical illustration as a first step in a reflection on employing a global South theoretical lens–drawing on the concept of social technology–to make sense of a global North social innovation experience and to advance existing knowledge on the mechanisms of social transformation. The results contribute to social innovation research and practice, particularly at the interface between the management and nonprofit literatures.

This article explores how health innovation designers articulate are and responsibility when designing new health technologies. Towards this end, we draw on Tronto’s ethic of care framework and Responsible Research and Innovation (RRI) scholarship to analyse interviews with Canadian health innovators (n ¼ 31). Our findings clarify how respondents: 1) direct their attention to needs and ways to improve care; 2) mobilise their skill set to take care of problems; 3) engage in what we call ‘care-making’ practices by prioritising key material qualities; and 4) operationalise responsiveness to caregivers and care-receivers through user-centred design. We discuss the inclusion of health innovation designers within the care relationship as ‘caremakers’ as well as the tensions underlying their ways of caring and their conflicting responsibilities.

This article explores how health innovation designers articulate are and responsibility when designing new health technologies. Towards this end, we draw on Tronto’s ethic of care framework and Responsible Research and Innovation (RRI) scholarship to analyse interviews with Canadian health innovators (n ¼ 31). Our findings clarify how respondents: 1) direct their attention to needs and ways to improve care; 2) mobilise their skill set to take care of problems; 3) engage in what we call ‘care-making’ practices by prioritising key material qualities; and 4) operationalise responsiveness to caregivers and care-receivers through user-centred design. We discuss the inclusion of health innovation designers within the care relationship as ‘caremakers’ as well as the tensions underlying their ways of caring and their conflicting responsibilities.

Le débat sur le rapport entre l’innovation sociale et les villes s’est élargi au cours des dernières décennies. Ce débat met en évidence l’intérêt suscité par les processus de coconstruction des savoirs dans les laboratoires vivants en innovation sociale (LVIS). Cet article a pour objectif de présenter une approche conceptuelle et analytique du traitement des LVIS, ainsi que de décrire et de mettre en perspective deux expériences de mise en oeuvre de LVIS dans les villes : l’Observatoire de l’innovation sociale de Florianópolis (OBISF) au Brésil et Territoires innovants en économie sociale et solidaire (TIESS) à Montréal au Canada. Bien qu’ils émergent dans des réalités et des contextes différents avec des méthodologies de mise en oeuvre spécifiques, qui sont présentées dans le texte, la discussion et l’analyse des deux cas apportent des pistes d’apprentissage sur les défis et les perspectives quant à la coconstruction des connaissances visant à renforcer les dynamiques d’innovation sociale à l’échelle d’une ville.

Le débat sur le rapport entre l’innovation sociale et les villes s’est élargi au cours des dernières décennies. Ce débat met en évidence l’intérêt suscité par les processus de coconstruction des savoirs dans les laboratoires vivants en innovation sociale (LVIS). Cet article a pour objectif de présenter une approche conceptuelle et analytique du traitement des LVIS, ainsi que de décrire et de mettre en perspective deux expériences de mise en oeuvre de LVIS dans les villes : l’Observatoire de l’innovation sociale de Florianópolis (OBISF) au Brésil et Territoires innovants en économie sociale et solidaire (TIESS) à Montréal au Canada. Bien qu’ils émergent dans des réalités et des contextes différents avec des méthodologies de mise en oeuvre spécifiques, qui sont présentées dans le texte, la discussion et l’analyse des deux cas apportent des pistes d’apprentissage sur les défis et les perspectives quant à la coconstruction des connaissances visant à renforcer les dynamiques d’innovation sociale à l’échelle d’une ville.

La dernière décennie a été marquée par une croissance mondiale du nombre d’initiatives d’innovation sociale lancées dans le secteur universitaire. Ces initiatives visent à résoudre des problèmes sociaux complexes et à induire des changements institutionnels et systémiques. Cette poussée de l’activité d’innovation sociale se produit sans une base de connaissances empiriques bien développée. Nous y contribuons en fournissant une description et une analyse complètes de toutes les initiatives d’innovation sociale auxquelles participe le secteur universitaire canadien, de leurs caractéristiques et du paysage qu’elles constituent. Résultats notables: près de la moitié des 96 universités canadiennes sont associées à au moins une initiative; de nombreuses initiatives sont interdisciplinaires et mettent l’accent sur la résolution de problèmes en collaboration avec des secteurs extérieurs à l’université; Les agences gouvernementales et les fondations caritatives sont les sources de financement les plus courantes. Les résultats suggèrent: il existe un potentiel de croissance de l’innovation sociale dans le secteur; il y a moins de liens internes et de regroupement d’initiatives que ne le recommande la théorie de l’innovation; l’accent mis sur la collaboration extérieure rejoint la «troisième mission» des universités, qui existe depuis longtemps, mais les innovateurs sociaux ont des objectifs, des méthodes et des processus distincts pour mener à bien cette mission. Nous concluons avec les orientations pour les recherches futures. Keywords / Mots clés: Universities; Higher education; Social innovation; Community engagement; Service mission; Social change; Canada / Universités; Établissements d’enseignement supérieur; Innovation sociale; Engagement communautaire; Mission de service; Changement social; Canada

There has been global growth in the number of social innovation initiatives launched in the university sector over the last decade. These initiatives aim to address complex social problems and to promote institutional change. This surge is occurring without a well-developed empirical knowledge base. This article provides a comprehensive description and analysis of the landscape of social innovation initiatives in the Canadian university sector. Findings show that nearly half of Canada’s 96 universities are associated with at least one initiative; many are interdisciplinary and emphasize collaborative problem-solving with sectors outside the university; and government agencies and charitable foundations are the most common funding sources. Findings suggest there is room for growth and for linking and clustering initiatives. The article concludes with directions for future research. RÉSUMÉLa dernière décennie a été marquée par une croissance mondiale du nombre d’initiatives d’innovation sociale lancées dans le secteur universitaire. Ces initiatives visent à résoudre des problèmes sociaux complexes et à induire des changements institutionnels et systémiques. Cette poussée de l’activité d’innovation sociale se produit sans une base de connaissances empiriques bien développée. Nous y contribuons en fournissant une description et une analyse complètes de toutes les initiatives d’innovation sociale auxquelles participe le secteur universitaire canadien, de leurs caractéristiques et du paysage qu’elles constituent. Résultats notables: près de la moitié des 96 universités canadiennes sont associées à au moins une initiative; de nombreuses initiatives sont interdisciplinaires et mettent l’accent sur la résolution de problèmes en collaboration avec des secteurs extérieurs à l’université; Les agences gouvernementales et les fondations caritatives sont les sources de financement les plus courantes. Les résultats suggèrent: il existe un potentiel de croissance de l’innovation sociale dans le secteur; il y a moins de liens internes et de regroupement d’initiatives que ne le recommande la théorie de l’innovation; l’accent mis sur la collaboration extérieure rejoint la «troisième mission» des universités, qui existe depuis longtemps, mais les innovateurs sociaux ont des objectifs, des méthodes et des processus distincts pour mener à bien cette mission. Nous concluons avec les orientations pour les recherches futures. Keywords / Mots clés: Universities; Higher education; Social innovation; Community engagement; Service mission; Social change; Canada / Universités; Établissements d’enseignement supérieur; Innovation sociale; Engagement communautaire; Mission de service; Changement social; Canada

There has been global growth in the number of social innovation initiatives launched in the university sector over the last decade. These initiatives aim to address complex social problems and to promote institutional change. This surge is occurring without a well-developed empirical knowledge base. This article provides a comprehensive description and analysis of the landscape of social innovation initiatives in the Canadian university sector. Findings show that nearly half of Canada’s 96 universities are associated with at least one initiative; many are interdisciplinary and emphasize collaborative problem-solving with sectors outside the university; and government agencies and charitable foundations are the most common funding sources. Findings suggest there is room for growth and for linking and clustering initiatives. The article concludes with directions for future research. RÉSUMÉLa dernière décennie a été marquée par une croissance mondiale du nombre d’initiatives d’innovation sociale lancées dans le secteur universitaire. Ces initiatives visent à résoudre des problèmes sociaux complexes et à induire des changements institutionnels et systémiques. Cette poussée de l’activité d’innovation sociale se produit sans une base de connaissances empiriques bien développée. Nous y contribuons en fournissant une description et une analyse complètes de toutes les initiatives d’innovation sociale auxquelles participe le secteur universitaire canadien, de leurs caractéristiques et du paysage qu’elles constituent. Résultats notables: près de la moitié des 96 universités canadiennes sont associées à au moins une initiative; de nombreuses initiatives sont interdisciplinaires et mettent l’accent sur la résolution de problèmes en collaboration avec des secteurs extérieurs à l’université; Les agences gouvernementales et les fondations caritatives sont les sources de financement les plus courantes. Les résultats suggèrent: il existe un potentiel de croissance de l’innovation sociale dans le secteur; il y a moins de liens internes et de regroupement d’initiatives que ne le recommande la théorie de l’innovation; l’accent mis sur la collaboration extérieure rejoint la «troisième mission» des universités, qui existe depuis longtemps, mais les innovateurs sociaux ont des objectifs, des méthodes et des processus distincts pour mener à bien cette mission. Nous concluons avec les orientations pour les recherches futures. Keywords / Mots clés: Universities; Higher education; Social innovation; Community engagement; Service mission; Social change; Canada / Universités; Établissements d’enseignement supérieur; Innovation sociale; Engagement communautaire; Mission de service; Changement social; Canada

La dernière décennie a été marquée par une croissance mondiale du nombre d’initiatives d’innovation sociale lancées dans le secteur universitaire. Ces initiatives visent à résoudre des problèmes sociaux complexes et à induire des changements institutionnels et systémiques. Cette poussée de l’activité d’innovation sociale se produit sans une base de connaissances empiriques bien développée. Nous y contribuons en fournissant une description et une analyse complètes de toutes les initiatives d’innovation sociale auxquelles participe le secteur universitaire canadien, de leurs caractéristiques et du paysage qu’elles constituent. Résultats notables: près de la moitié des 96 universités canadiennes sont associées à au moins une initiative; de nombreuses initiatives sont interdisciplinaires et mettent l’accent sur la résolution de problèmes en collaboration avec des secteurs extérieurs à l’université; Les agences gouvernementales et les fondations caritatives sont les sources de financement les plus courantes. Les résultats suggèrent: il existe un potentiel de croissance de l’innovation sociale dans le secteur; il y a moins de liens internes et de regroupement d’initiatives que ne le recommande la théorie de l’innovation; l’accent mis sur la collaboration extérieure rejoint la «troisième mission» des universités, qui existe depuis longtemps, mais les innovateurs sociaux ont des objectifs, des méthodes et des processus distincts pour mener à bien cette mission. Nous concluons avec les orientations pour les recherches futures. Keywords / Mots clés: Universities; Higher education; Social innovation; Community engagement; Service mission; Social change; Canada / Universités; Établissements d’enseignement supérieur; Innovation sociale; Engagement communautaire; Mission de service; Changement social; Canada

Co-editor of this issue David Peacock interviews Stephen Huddart (President and CEO) and Chad Lubelsky (Program Director) of the McConnell Foundation, a historic supporter of postsecondary education across Canada. McConnell’s investments in community service-learning, social entrepreneurial and innovation activities and social infrastructure programs and dialogues have made them a significant partner for many Canadian higher education institutions. Yet not all community-campus engagement scholars and practitioners, and Engaged Scholar readers, may have heard McConnell articulate for itself its aims and goals for Canadian higher education and society. This interview canvasses the scope of McConnell’s work and interests in community-campus engagement, and sheds light on the actions of an influential private actor in the postsecondary sector.

Co-editor of this issue David Peacock interviews Stephen Huddart (President and CEO) and Chad Lubelsky (Program Director) of the McConnell Foundation, a historic supporter of postsecondary education across Canada. McConnell’s investments in community service-learning, social entrepreneurial and innovation activities and social infrastructure programs and dialogues have made them a significant partner for many Canadian higher education institutions. Yet not all community-campus engagement scholars and practitioners, and Engaged Scholar readers, may have heard McConnell articulate for itself its aims and goals for Canadian higher education and society. This interview canvasses the scope of McConnell’s work and interests in community-campus engagement, and sheds light on the actions of an influential private actor in the postsecondary sector.

The rapid pace of technological developments played a key role in the previous industrial revolutions. However, the fourth industrial revolution (Industry 4.0) and its embedded technology diffusion progress is expected to grow exponentially in terms of technical change and socioeconomic impact. Therefore, coping with such transformation require a holistic approach that encompasses innovative and sustainable system solutions and not just technological ones. In this article, we propose a framework that can facilitate the interaction between technological and social innovation to continuously come up with proactive, and hence timely, sustainable strategies. These strategies can leverage economic rewards, enrich society at large, and protect the environment. The new forthcoming opportunities that will be generated through the next industrial wave are gigantic at all levels. However, the readiness for such revolutionary conversion require coupling the forces of technological innovation and social innovation under the sustainability umbrella.

The rapid pace of technological developments played a key role in the previous industrial revolutions. However, the fourth industrial revolution (Industry 4.0) and its embedded technology diffusion progress is expected to grow exponentially in terms of technical change and socioeconomic impact. Therefore, coping with such transformation require a holistic approach that encompasses innovative and sustainable system solutions and not just technological ones. In this article, we propose a framework that can facilitate the interaction between technological and social innovation to continuously come up with proactive, and hence timely, sustainable strategies. These strategies can leverage economic rewards, enrich society at large, and protect the environment. The new forthcoming opportunities that will be generated through the next industrial wave are gigantic at all levels. However, the readiness for such revolutionary conversion require coupling the forces of technological innovation and social innovation under the sustainability umbrella.

This study seeks to understand the nature and process of social innovation driven by mature social economy enterprises, and the innovative capability that supports it. The research examines enterprise capabilities by means of the institutional approach to social innovation and the Resource-Based View theory (RBV). Based on grounded theory, this research focuses on a single case, the creation of the Desjardins Environment Fund (DEF). Launched 25 years ago,1 DEF is the first mutual fund in North America to include extra-financial criteria in its evaluation of business environmental management practices (fund securities) for the information of individual investors. The findings of this empirical research show how a major cooperative bank can generate social innovation and how this entails organizational innovations. The findings also reveal how these innovations benefit from the strategic and process resources that the Desjardins Movement managed to develop while taking into account both its core business (as a bank) and its purpose (as a cooperative). This study shows that the innovative potential of the mature social economy enterprise should not be underestimated.

This study seeks to understand the nature and process of social innovation driven by mature social economy enterprises, and the innovative capability that supports it. The research examines enterprise capabilities by means of the institutional approach to social innovation and the Resource-Based View theory (RBV). Based on grounded theory, this research focuses on a single case, the creation of the Desjardins Environment Fund (DEF). Launched 25 years ago,1 DEF is the first mutual fund in North America to include extra-financial criteria in its evaluation of business environmental management practices (fund securities) for the information of individual investors. The findings of this empirical research show how a major cooperative bank can generate social innovation and how this entails organizational innovations. The findings also reveal how these innovations benefit from the strategic and process resources that the Desjardins Movement managed to develop while taking into account both its core business (as a bank) and its purpose (as a cooperative). This study shows that the innovative potential of the mature social economy enterprise should not be underestimated.