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Where Does Innovation Come From? Exp...

Fu, Jiawei Sophia.

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Where Does Innovation Come From? Exploring the Dynamic Processes of Organizing and Managing Social Entrepreneurship and Innovation.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Where Does Innovation Come From? Exploring the Dynamic Processes of Organizing and Managing Social Entrepreneurship and Innovation./
Author:	Fu, Jiawei Sophia.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
Description:	197 p.
Notes:	Source: Dissertation Abstracts International, Volume: 80-03(E), Section: A.
Contained By:	Dissertation Abstracts International80-03A(E).
Subject:	Communication. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10929106
ISBN:	9780438551619

Where Does Innovation Come From? Exploring the Dynamic Processes of Organizing and Managing Social Entrepreneurship and Innovation.
Fu, Jiawei Sophia.

Where Does Innovation Come From? Exploring the Dynamic Processes of Organizing and Managing Social Entrepreneurship and Innovation. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 197 p.

Source: Dissertation Abstracts International, Volume: 80-03(E), Section: A.

Thesis (Ph.D.)--Northwestern University, 2018.

Social entrepreneurship and social innovation have emerged throughout the world as promising solutions to grand challenges such as poverty, environmental degradation, human rights violations, and social exclusion. However, research in social entrepreneurship and social innovation is still in infancy. This dissertation is motivated by one overarching question: How can social entrepreneurs and social ventures more effectively tackle social issues? To answer this question, this dissertation research presents three separate, yet interrelated studies using data gathered from three sources. Drawing on interviews with 53 Chinese social entrepreneurs, the first study uncovers that Chinese social ventures are most struggling with the tensions between the state and social welfare logics, as opposed to the conflict between the market and social welfare logics as suggested in a majority of prior studies. Moreover, the results reveal four strategies, two of which are unique in the authoritarian regime of China, that social ventures employ to manage the conflict between state and social welfare logics. Drawing on survey data with 293 nonprofit organizations in the United States and based on the recombination-based organizational innovation theory, the second study examines the internal and external communicative drivers of organizational innovativeness. Regression and mediation tests reveal two distinct mechanisms underlying administrative and technical innovativeness. Overall, findings highlight the critical role of developing diverse interorganizational partnerships and maintaining a high level of entrepreneurial orientation (EO) to improve administrative and technical innovation. However, using information and communication technologies (ICTs) for knowledge sharing with members in an organization and across organizations are conducive to technical innovation only. Finally, drawing on survey data with 318 nascent nonprofit organizations, social enterprises, and benefit corporations in the U.S., the third study investigates how varied degrees of institutional complexity influence social innovation outcomes. Structural equation modeling results reveal an inverted U-shaped curvilinear relationship between institutional complexity and organizational innovation and that an organization's EO fully mediates the relationship between institutional complexity and organization innovation. Taken together, the findings of the three studies underscore the institutional, network, and organizational factors that influence organizational innovation. The findings of these three studies contribute to theoretical advancement in the study of organizational communication, ICTs, social networks, and organization studies.

ISBN: 9780438551619Subjects--Topical Terms:

524709
Communication.

Where Does Innovation Come From? Exploring the Dynamic Processes of Organizing and Managing Social Entrepreneurship and Innovation.
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520 $a Social entrepreneurship and social innovation have emerged throughout the world as promising solutions to grand challenges such as poverty, environmental degradation, human rights violations, and social exclusion. However, research in social entrepreneurship and social innovation is still in infancy. This dissertation is motivated by one overarching question: How can social entrepreneurs and social ventures more effectively tackle social issues? To answer this question, this dissertation research presents three separate, yet interrelated studies using data gathered from three sources. Drawing on interviews with 53 Chinese social entrepreneurs, the first study uncovers that Chinese social ventures are most struggling with the tensions between the state and social welfare logics, as opposed to the conflict between the market and social welfare logics as suggested in a majority of prior studies. Moreover, the results reveal four strategies, two of which are unique in the authoritarian regime of China, that social ventures employ to manage the conflict between state and social welfare logics. Drawing on survey data with 293 nonprofit organizations in the United States and based on the recombination-based organizational innovation theory, the second study examines the internal and external communicative drivers of organizational innovativeness. Regression and mediation tests reveal two distinct mechanisms underlying administrative and technical innovativeness. Overall, findings highlight the critical role of developing diverse interorganizational partnerships and maintaining a high level of entrepreneurial orientation (EO) to improve administrative and technical innovation. However, using information and communication technologies (ICTs) for knowledge sharing with members in an organization and across organizations are conducive to technical innovation only. Finally, drawing on survey data with 318 nascent nonprofit organizations, social enterprises, and benefit corporations in the U.S., the third study investigates how varied degrees of institutional complexity influence social innovation outcomes. Structural equation modeling results reveal an inverted U-shaped curvilinear relationship between institutional complexity and organizational innovation and that an organization's EO fully mediates the relationship between institutional complexity and organization innovation. Taken together, the findings of the three studies underscore the institutional, network, and organizational factors that influence organizational innovation. The findings of these three studies contribute to theoretical advancement in the study of organizational communication, ICTs, social networks, and organization studies.
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