The purpose of this paper is to contribute to the field of social innovation by examining institutional logics at the level of inter- and intra-organizational partnerships for scaling impact.
The authors use a set of case studies from the Stanford Social Innovation Review to analyze success in scaling social innovations applying the logic compatibility-centrality matrix proposed by Besharov and Smith (2014), which aims to reveal the potential for conflict in organizations based on the diversity of logics present and the degree to which they are compatible with each other.
The findings shed insight on how individuals and organizations are able to manage logic multiplicity in the context of partnerships for scaling social innovation.
The authors build on recent work that recognizes logic multiplicity in social enterprises resulting from their hybrid nature, and the authors add to the existing debate by introducing to the discussion contributions from cognitive theory that help explain why organizational cultures evolve and scale out the way they do.
Voltan, A. and De Fuentes, C. (2016), "Managing multiple logics in partnerships for scaling social innovation", European Journal of Innovation Management, Vol. 19 No. 4, pp. 446-467. https://doi.org/10.1108/EJIM-01-2016-0010Download as .RIS
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