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Diversity management for innovation in social enterprises in the UK

Author

Listed:
  • Ruth Bridgstock
  • Fiona Lettice
  • Mustafa F. Özbilgin
  • Ahu Tatli

Abstract

This paper examines the linkages between diversity management (DM), innovation and high performance in social enterprises. These linkages are explicated beyond traditional framing of DM limited to workforce composition, to include discussions of innovation through networked diversity practices; reconciliation; and funding options. The paper draws upon a UK-based national survey and the case study data. Multiple data collection methods were used, including semi-structured interviews, questionnaires and workshops with participant observation. NVivo and SPSS software packages were utilized in order to analyse the qualitative and quantitative data, respectively. We used thematic coding and cropping techniques in analysing the case studies in the paper. A broad range of conflicting and supporting literature was enfolded into the conversations and discussion. The paper demonstrates that social enterprises exhibit unique characteristics in terms of size and location, as well as their double remit to add value both economically and socially. As a conclusion, we argue for social enterprises to consider options for DM in the interests of maximization of innovation and business performance. We contend that further research is needed to describe how social entrepreneurs draw upon their various ‘diversity resources’ in the process of innovation.

Suggested Citation

  • Ruth Bridgstock & Fiona Lettice & Mustafa F. Özbilgin & Ahu Tatli, 2010. "Diversity management for innovation in social enterprises in the UK," Entrepreneurship & Regional Development, Taylor & Francis Journals, vol. 22(6), pages 557-574, October.
    • Handle: RePEc:taf:entreg:v:22:y:2010:i:6:p:557-574
    DOI: 10.1080/08985626.2010.488404
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    Cited by:

    1. Sanchita Bansal & Isha Garg & Gagan Deep Sharma, 2019. "Social Entrepreneurship as a Path for Social Change and Driver of Sustainable Development: A Systematic Review and Research Agenda," Sustainability, MDPI, vol. 11(4), pages 1-28, February.
    2. ORISHEDE, Felix, 2023. "Building Blocks and Organizational Performance," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 7(12), pages 1963-1974, December.
    3. Rob Lubberink & Vincent Blok & Johan Van Ophem & Onno Omta, 2017. "Lessons for Responsible Innovation in the Business Context: A Systematic Literature Review of Responsible, Social and Sustainable Innovation Practices," Sustainability, MDPI, vol. 9(5), pages 1-31, May.
    4. Cannavacciuolo, Lorella & Capaldo, Guido & Ponsiglione, Cristina, 2023. "Digital innovation and organizational changes in the healthcare sector: Multiple case studies of telemedicine project implementation," Technovation, Elsevier, vol. 120(C).
    5. Arena, Marika & Bengo, Irene & Calderini, Mario & Chiodo, Veronica, 2018. "Unlocking finance for social tech start-ups: Is there a new opportunity space?," Technological Forecasting and Social Change, Elsevier, vol. 127(C), pages 154-165.
    6. Sahasranamam, Sreevas & Nandakumar, M.K., 2020. "Individual capital and social entrepreneurship: Role of formal institutions," Journal of Business Research, Elsevier, vol. 107(C), pages 104-117.
    7. Jianing Dong & Xiao Wang & Xuanwei Cao & David Higgins, 2022. "More Prosocial, More Ephemeral? Exploring the Formation of a Social Entrepreneur’s Exit Intention via Life Satisfaction," IJERPH, MDPI, vol. 19(12), pages 1-17, June.

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