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Innovation processes in social enterprises: an IC perspective

Innovation processes in social enterprises: an IC perspective Purpose – Social enterprises are not purely commercial and philanthropic. They represent a hybrid form of organizations that involve taking business‐like, innovative approaches to deliver public services. Very little research has investigated the role of intellectual capital (IC) in innovation processes in social enterprises. This paper aims to address this. Design/methodology/approach – This paper uses a critical analysis of current literature in relation to the IC concept within the social enterprise context. Findings – The paper argues that the IC concept can be utilized as a strategic management framework that assists social enterprises to harness knowledge for the pursuit of innovative social and commercial activities. Research limitations/implications – The paper contributes to the literature by theoretically arguing that IC can be utilized in innovation processes in social enterprises. It also informs social entrepreneurs that the IC concept is a valid strategic management framework that assists facilitating innovation in social enterprises. An IC conceptual framework is proposed using theoretical arguments from the literature. The framework helps social entrepreneurs to visualize IC and its components in their organizations for the development of effective innovation‐based strategies in social enterprises. The increased awareness of the IC concept in social enterprises, as a result of this paper, is likely to generate further research from both non‐profit practitioners and scholars. Originality/value – The paper is considered as a starting‐point and serves as a milestone in examining the role of IC in innovation processes in social enterprises. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

Innovation processes in social enterprises: an IC perspective

Journal of Intellectual Capital , Volume 11 (2): 21 – Apr 20, 2010

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References (137)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691931011039660
Publisher site
See Article on Publisher Site

Abstract

Purpose – Social enterprises are not purely commercial and philanthropic. They represent a hybrid form of organizations that involve taking business‐like, innovative approaches to deliver public services. Very little research has investigated the role of intellectual capital (IC) in innovation processes in social enterprises. This paper aims to address this. Design/methodology/approach – This paper uses a critical analysis of current literature in relation to the IC concept within the social enterprise context. Findings – The paper argues that the IC concept can be utilized as a strategic management framework that assists social enterprises to harness knowledge for the pursuit of innovative social and commercial activities. Research limitations/implications – The paper contributes to the literature by theoretically arguing that IC can be utilized in innovation processes in social enterprises. It also informs social entrepreneurs that the IC concept is a valid strategic management framework that assists facilitating innovation in social enterprises. An IC conceptual framework is proposed using theoretical arguments from the literature. The framework helps social entrepreneurs to visualize IC and its components in their organizations for the development of effective innovation‐based strategies in social enterprises. The increased awareness of the IC concept in social enterprises, as a result of this paper, is likely to generate further research from both non‐profit practitioners and scholars. Originality/value – The paper is considered as a starting‐point and serves as a milestone in examining the role of IC in innovation processes in social enterprises.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Apr 20, 2010

Keywords: Intellectual capital; Social environment; Innovation; Management strategy

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