Communication practices in the diffusion of social-business innovation: Insights from B-Corporations

2020 ◽  
pp. 11-27
Author(s):  
Cristina Mele ◽  
Tiziana Russo-Spena ◽  
Marco Tregua ◽  
Fabio Greco
Keyword(s):  
Diffusion Of Innovation ◽  
Value Proposition ◽  
Social Business ◽  
Shared Meaning ◽  
Business Innovation ◽  
Social Challenges ◽  
Communication Practices ◽  
Perceptions And Expectations ◽  
And Diffusion ◽  
Multiple Actors

Companies innovate the value proposition by integrating social and business issues to balance value across multiple actors, thus ensuring the creation of socialbusiness value. Social-business innovation requires that multiple actors come together to align perceptions and expectations and create shared meaning for the development and diffusion of innovation. The debate on the diffusion of social-business innovation is still in its infancy. This paper focuses on the communication practices of social-business innovation, aiming to analyse this participative process through three main issues: 1) the actors to be involved; 2) the goals to be achieved; 3) the actions to be performed. Specifically, we investigate the efforts of B-Corps to address social challenges by adopting a practice-based approach.

Film Use to Promote Understanding in Change and Diffusion of Innovation

2016 ◽  
Vol 30 (3) ◽  
pp. 277-293
Author(s):  
Douglas A. Wilson ◽  
Victoria Raish ◽  
Alison Carr-Chellman
Keyword(s):  
Diffusion Of Innovation ◽  
And Diffusion

Internal Branding as Innovation Tenet

2019 ◽  
pp. 156-182
Author(s):  
Maria Matiatou
Keyword(s):  
Diffusion Of Innovation ◽  
Business Strategy ◽  
New Technology ◽  
Vital Role ◽  
Employee Perceptions ◽  
Internal Branding ◽  
New Ideas ◽  
Communication Practices ◽  
Culture Positive

Innovation as a core value for most organizations is not simply the application of new technology to achieve a business goal: it must be directly expressed through brand experience. Brand driven innovation is human centric. New ideas require a welcoming organizational culture, positive mindsets and internal advocacy to grow. Businesses can really innovate when employees become their brand evangelists. In this chapter, we initially explore internal branding values and tactics. We assess its role as critical bridge over vision, culture and image gaps in case studies to bring awareness on success and risk factors. Employee perceptions of communication practices are captured and matched to aspiration, missions and organizational values. From this premise, we establish internal branding as practice that affects the company's ability to innovate effortlessly and organically. The strong liaison between diffusion of innovation and brand endorsement is confirmed, consolidating the vital role of internal branding in the implementation of an organization's business strategy.

Environmental Factors

2020 ◽  
Vol 16 (4) ◽  
pp. 58-72
Author(s):  
Violah Mpangwire ◽  
Annabella Ejiri Habinka ◽  
Fred Kaggwa
Keyword(s):  
Environmental Factors ◽  
Diffusion Of Innovation ◽  
Innovation Adoption ◽  
Government Support ◽  
Identification System ◽  
Perceived Trust ◽  
Good Government ◽  
Effectiveness And Efficiency ◽  
And Diffusion

The use of the unified identification system (UIDS) can undoubtedly result in increased effectiveness and efficiency, improvement in the quality of life, reduction of crime, enhanced transparency, and good government. This study examined the dimensions of environmental factors in explaining the adoption of a unified identification system (UIDS). Dynamic capability theory (DCT), technology- organisation-environment (TOE) framework, and diffusion of innovation (DOI) were used as grounding theories. The study opted for a concurrent triangulation research design. The results revealed that government support, competitive pressure, and perceived trust are significant and support the adoption of a unified identification system. However, user readiness was insignificant in explaining the use of UIDS in the Ugandan context. This study recommends that policymakers focus on government support as it is a symbol of leadership in IS innovation adoption.

Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View

2016 ◽  
Vol 58 (2) ◽  
pp. 298-332 ◽  
Author(s):  
Amelia Clarke ◽  
Adriane MacDonald
Keyword(s):  
Sustainable Development ◽  
Value Proposition ◽  
Community Sustainability ◽  
Plan Implementation ◽  
Resource Based View ◽  
Popular Approach ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder ◽  
Multiple Actors ◽  
Strategic Goal

The prevalence and complexity of local sustainable development challenges require coordinated action from multiple actors in the business, public, and civil society sectors. Large multi-stakeholder partnerships that build capacity by developing and leveraging the diverse perspectives and resources of partner organizations are becoming an increasingly popular approach to addressing such challenges. Multi-stakeholder partnerships are designed to address and prioritize a social problem, so it can be challenging to define the value proposition to each specific partner. Using a resource-based view, this study examines partner outcomes from the perspective of the strategic interest of the partner as distinct from the strategic goal of the partnership. Based on 47 interviews with representatives of partner organizations in four Canadian case studies of community sustainability plan implementation, this article details 10 resources partners can gain from engaging in a multi-stakeholder partnership.

Back to the future: adoption and diffusion of innovation in retro-industries

2013 ◽  
Vol 16 (4) ◽  
pp. 385-404 ◽  
Author(s):  
Sylvaine Castellano ◽  
Olga Ivanova ◽  
Maâlaoui Adnane ◽  
Imen Safraou ◽  
Francesco Schiavone
Keyword(s):  
Diffusion Of Innovation ◽  
The Future ◽  
Adoption And Diffusion ◽  
And Diffusion
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