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Fig. 30 Functions of the Social Innovation Management System Source: Authors’ own elaboration
Small-scale and medium-scale social innovations aim to exploit existing opportunities in an endeavour to address community problems and needs and to utilize the skills they possess through new routines, while social breakthroughs seek to achieve significant improvements in the quality of life of the community by creating new opportunities. Involving stakeholders in the development process and addressing resistance appropriately is the key to setting the framework. The arising resistance may be traced back to individual and organisational factors. For individuals, the main reasons for resistance are usually insecurity and fear of the future, while for social innovation organisations it is technical resistance (fear of losing resources invested in the existing status quo), cultural resistance (systems and customs that they also strengthen the current situation by encouraging conformity, the retention of existing values and presuppositions) and political resistance (where resources can be redistributed and the power structure can be transformed).
In relation to social innovation, project-like solutions come to the fore, such as the structures of the established functional division of labour and responsibilities. The composition of the project organisation may change during the project life cycle.
Three typical solutions can help the organisational implementation of social innovation:
- the project is integrated into an existing organisation (e.g. local government) in such a way that the role of the project manager is exploratory, analytical, decision-making or limited in co-ordination, as project implementers remain in their original jobs and perform project tasks as additional tasks.
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- a project organisation (managers, members) is created integrated into or independently of an existing organisation, focusing on the implementation of the project during the project period.
- a project-oriented matrix organisation can be established (e.g. in the case of civil society organisations, social enterprises), with several projects implemented simultaneously, and this includes the basic activities of the organisation.
Process management function: in this function, the social innovation system manages the process of social innovation in a holistic way, from the beginning to the end, i.e. from the formulation of needs through situation analysis, design, implementation and multiplicative effects it is possible to measure and manage all process phases. According to Govindarajan and Gupta (1985) solving the implementation challenge is the most difficult task. The process management function also ensures that instead of implementing random ideas, equal emphasis is placed on regular needs assessment, brainstorming, resource analysis, environmental analysis and collaboration with social innovation partners. This logic is similar to the reasoning of this methodological chapter, but while the chapter focuses on methodologies, in this function, process structures are in focus.
Based on the interpreted main process of social innovation, the process management function of the Social Innovation Management System has a multi-level process structure. The subdivision of this process ensures the implementation of all the tasks that are necessary for effectiveness, and are described in Table 40. These may be processes that represent the in-depth subdivision of each process phase, or horizontal processes that support the main process of overall social innovation.
Table 40. Process structure of social innovation The main phases of the social innovation
phase Name of the processes
Implementation of a situation analysis
Compilation of a problem map Calculation of the social innovation potential
Resource analysis
Analysis of empirical research
Analysis of economic and social databases Risk analysis
SWOT analysis VRIO analysis
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Specification of the emerging needs Structured identification and ranking of needs (Participatory Action Research)
Defining a goal hierarchy
Definition and analysis of goals (setting priorities, recording timelines, reviewing conflicts between goals and the
measurability of goals) Development and expansion of the “good
practices” repository
Collection, typology and continuous expansion of good practices Establishment and operation of a database
structure
Definition of the database structure, naming data sources, uploading, updating, and regulating accessibility,
Defining social innovation solutions Definition and characterisation of the generated social innovation(s)
Implementing social innovation
Production of materials necessary for the verification of social innovation (feasibility study, business plan, and a social
innovation management system),
creation and implementation of conditions
Extension and multiplier effect
Expansion of the new or innovative solutions and measuring the multiplier effects (network analysis and success study)
Horizontal processes related to the main process of social innovation Learning support process
Organisational culture development process Risk management process
Knowledge management process
Design and operation of an online service interface Source: Authors’ own elaboration
Time scheduling function: a social innovation system can perform the organisational and process management functions efficiently and successfully if the whole activity can be implemented according to a proper time schedule. This means that the time horizons and implementers of small-scale and radical social innovation activities
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should be separated, different dimensions of success should be interpreted, and implemented with different tools and in different ways. The time horizon of small-scale social innovations is the present, while radical innovations usually require 3-5 years. The job of the participants in the cross-functional teams is to co-ordinate the two, and to eliminate distance. Interim social innovations rely partly on the current capabilities of the meso-level organisation, but are used for fundamentally new purposes. The harmonious co-ordination of the three time horizons is called integrated innovation in the literature.
Learning support and “organisational” cultural development function: in the different phases of the social innovation process, professional and management skills are required, and their acquisition appears as a condition for successful implementation. The learning support function implements this within knowledge management. The key issue for the effectiveness of social innovation is the involvement of stakeholders in the process, the development of the same moral code and the observance of the related ethical rules.
Term of use
The management system can also be applied in organisations where the core activity is social innovation, and may also be integrated into the existing management system in cases where social innovation is not the main activity but is carried out alongside the latter.
Visualisation
At this point, visualisation is primarily relevant in terms of process structure and organisational function, but can also be interpreted in other areas.
Findings
The management framework can be used to support the successful implementation of social innovation from the idea through the actual satisfaction of needs, whether it appears as a basic or complementary activity in the organisation.