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Social innovation for bridging societal divides: Process or leader? A qualitative comparative analysis

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  • Herrera, Maria Elena Baltazar

Abstract

This study builds on literature about inclusive growth, social innovation, and collaborative leadership, and uses case studies of alumni of the Asian Institute of Management's (AIM) Bridging Leadership program to build frameworks for understanding the role of social innovation (SI) in bridging societal divides (BSD), and the role of the bridging leader (BL) in implementing BSD initiatives. The study examines two process variables: Stakeholder engagement (SE) and formalization, and three leadership variables: Formal authority, formal influence, and personal experience, and their effect on BSD activities. This study combines a deep qualitative review of case studies with the use of Qualitative Comparative Analysis (QCA) to develop configurations that result in positive impact of BSD activities. The study concludes that process variables appear the most in configurations that achieve positive outcomes. This result means that training and education on process tools can lead to successful BSD initiatives. Formal authority and formal influence both play roles in success configurations. The article also provides brief descriptions of case studies illustrating each of the three success configurations. These results have significance for policy makers, managers, educators, and researchers.

Suggested Citation

  • Herrera, Maria Elena Baltazar, 2016. "Social innovation for bridging societal divides: Process or leader? A qualitative comparative analysis," Journal of Business Research, Elsevier, vol. 69(11), pages 5241-5247.
    • Handle: RePEc:eee:jbrese:v:69:y:2016:i:11:p:5241-5247
    DOI: 10.1016/j.jbusres.2016.04.119
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    References listed on IDEAS

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    1. Ragin, Charles C., 2000. "Fuzzy-Set Social Science," University of Chicago Press Economics Books, University of Chicago Press, edition 1, number 9780226702773, April.
    2. Herrera, Maria Elena Baltazar, 2015. "Creating competitive advantage by institutionalizing corporate social innovation," Journal of Business Research, Elsevier, vol. 68(7), pages 1468-1474.
    3. Dul, J. & Hak, A. & Goertz, G. & Voss, C., 2010. "Necessary Condition Hypotheses in Operations Management," ERIM Report Series Research in Management ERS-2010-019-LIS, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    4. Martin R Schneider & Conrad Schulze-Bentrop & Mihai Paunescu, 2010. "Mapping the institutional capital of high-tech firms: A fuzzy-set analysis of capitalist variety and export performance," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 41(2), pages 246-266, February.
    5. repec:ucp:bkecon:9780226702766 is not listed on IDEAS
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    Cited by:

    1. Monica Nandan & Archana Singh & Gokul Mandayam, 2019. "Social Value Creation and Social Innovation by Human Service Professionals: Evidence from Missouri, USA," Administrative Sciences, MDPI, vol. 9(4), pages 1-22, November.

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