TY - RPRT A1 - Lechterman, Theodore A1 - Mair, Johanna T1 - The Societal Role of Social Entrepreneurship T2 - Stanford Social Innovation Review Y1 - 2024 U6 - https://doi.org/10.48558/G78A-J256 ER - TY - RPRT A1 - Seelos, Christian A1 - Sofer, Miki A1 - Burton, Caitlin A1 - Mair, Johanna T1 - Making Health Innovations Thrive in Africa T2 - Stanford Social Innovation Review N2 - Many hurdles stand in the way of successful innovation. The case of Zipline, an autonomous drone delivery platform, demonstrates many of the pitfalls of the dominant modes of development in Africa, along with some potential solutions. Y1 - 2024 U6 - https://doi.org/10.48558/XCTW-2515 ER - TY - RPRT A1 - Mair, Johanna A1 - Kindt, Josefa A1 - Mena, Sébastien T1 - The Emerging Field of Political Innovation T2 - Stanford Social Innovation Review N2 - Civil society has attended to social problems for decades while intentionally refraining from overt engagement with politics. But a new field of practice seeks to reinvigorate democracy by emancipating social innovation from this stricture. Y1 - 2023 U6 - https://doi.org/10.48558/R5XX-CP70 VL - 21 IS - 2 SP - 24 EP - 29 ER - TY - CHAP A1 - Seelos, Christian A1 - Mair, Johanna A1 - Traeger, Charlotte A1 - Nolting, Fenja ED - Dorado, Silvia ED - Haugh, Helen ED - Wadhwani, R. Daniel ED - Hamann, Ralph T1 - Advancing Phenomenon-Based Research on Complex Societal Challenges: The Case of Homelessness T2 - Big Picture Approaches to the Impact of Social Innovations N2 - We advance organizational research on complex societal challenges and showcase the relevance of a system perspective to analyze organized efforts to address homelessness as a social problem. We adopt a phenomenon-based approach to theorizing and generate plausible explanations by analyzing historical accounts of decisions and actions taken to tackle homelessness by various actors across different sectors in the United States between 1960 and 2021. We apply an analytical scaffolding proposed by Mair and Seelos (2021) to examine how organizations intervene in social systems and explicate the causal, situation, and problem realms of homelessness. Attending to these three realms helps to reveal how homelessness was problematized differently over time and to examine how different causal assumptions shaped organizational decisions about developing and scaling solutions to homelessness. Based on our analysis, we develop a series of propositions that capture contextualized insights on the characteristics and consequences of efforts to address homelessness, accounting for linkages between the causal, situation, and problem realms of homelessness. Finally, our analytical and theoretical approach helps uncover the interconnectedness of scaling and scale, providing valuable insights for theory and policy. Y1 - 2025 SN - 978-1-83608-528-7 U6 - https://doi.org/10.1108/s0733-558x20250000096002 VL - 96 SP - 25 EP - 50 PB - Emerald Publishing Limited ER - TY - CHAP A1 - Mair, Johanna A1 - Rathert, Nikolas ED - Schulz-Schaeffer, Ingo ED - Windeler, Arnold ED - Blättel-Mink, Birgit T1 - Social Entrepreneurship T2 - Handbook of Innovation N2 - Social entrepreneurship refers to the innovative use and combination of resources to address social problems and needs. Social entrepreneurship and social enterprises constitute an increasingly relevant form of organizing across different contexts, reflected in growing interest from policymakers in Europe and beyond. We provide an overview of definitional debates around social entrepreneurship and focus on institutional change and the pursuit of multiple goals as key characteristics of social entrepreneurship. These characteristics set social entrepreneurship apart from commercial entrepreneurship focused on providing products and services but also create unique challenges. On the one hand, as research on social entrepreneurship and institutional change has shown, social entrepreneurship involves the consideration of the context-specific nature of social problems and social innovations. In addition, scholarship on social entrepreneurship and the pursuit of multiple goals emphasizes a set of resulting demands on organizational governance, including ensuring accountability and acquiring resources while straddling diverse institutional contexts. Interrogating the existing literature in management, organization, and entrepreneurship studies on these aspects, our discussion offers a succinct and generative perspective on social entrepreneurship that helps to advance the study of social innovation. Y1 - 2025 SN - 978-3-031-25143-6 U6 - https://doi.org/10.1007/978-3-031-25143-6_25-1 PB - Springer Nature Switzerland AG CY - Cham ER - TY - CHAP A1 - Mair, Johanna A1 - Wolf, Miriam A1 - Ioan, Alexandra ED - Anheier, Helmut K. ED - Baums, Theodor T1 - Governance in Social Enterprises T2 - Advances in Corporate Governance: Comparative Perspectives. N2 - Social enterprises are organisations that pursue a social mission using market mechanisms. From a policy perspective, they are promising vehicles to create both social and economic value for society in times when public funds are shrinking and the financial viability of charities and non-profit organisations (NPOs) is increasingly at stake. From a civil society perspective, they are an important organisational form to ensure longevity, financial viability, and sustainability of mission-driven organisations. Social enterprises are neither typical charities nor typical businesses but combine aspects of both, using commercial activities as means toward social ends. They are often small or medium-sized1 and do not draw on highly elaborated governance arrangements as do larger for- or non-profit organisations. Governance often resembles a grey zone for these organisations, and the approach social enterprises adopt ranges from formal, legally binding arrangements to more flexible and context-based ones. Y1 - 2020 SN - 9780198866367 SP - 180 EP - 202 PB - Oxford University Press CY - Oxford ER - TY - CHAP A1 - Mair, Johanna A1 - Wolf, Miriam ED - Donnelly-Cox, Gemma ED - Meyer, Michael ED - Wijkström, Filip T1 - Hybrid Organizations as Sites for Reimagining Organizational Governance. T2 - Research Handbook on Nonprofit Governance. Research Handbooks in Business and Management series. N2 - In this chapter we argue that hybrid organizations, i.e., organizations pursuing dual goals, are an important site for rethinking and potentially recasting our perspective on organizational governance. We give an overview of the specific governance challenges hybrid organizations face and probe conventional and more novel approaches and their potential to understand governance in hybrid organizations. Introducing empirical findings from a large-scale qualitative and quantitative study about governance in social enterprises, we propose to complement the reactive approach dominant in the governance literature with a more proactive approach: drawing on the work of Philip Selznick, we introduce a governance approach focused on purpose, commitment and new ways of coordination. We propose that these three interlocking governance mechanisms allow hybrid organizations such as social enterprises to mitigate governance challenges such as the risk of mission drift in a proactive rather than reactive manner. Y1 - 2021 SN - 9781788114905 U6 - https://doi.org/10.4337/9781788114912.00027 SP - 311 EP - 325 PB - Edward Elgar Publishing CY - Cheltenham ER - TY - JOUR A1 - Bitektine, Alex A1 - Haack, Patrick A1 - Bothello, Joel A1 - Mair, Johanna T1 - Inhabited actors: Internalizing institutions through communication and actorhood models. JF - Journal of Management Studies N2 - We argue that accounts of relationships among actors, actorhood and institutions are predominantly based on a spatial metaphor of actors operating within institutions. We outline how an inversion of this metaphor – i.e., the perspective that institutions inhabit actors – may prove generative for theory, particularly with respect to recent discussions about the microfoundations of institutions. We outline how communication and actorhood models function as transmission mechanisms of institutions from one actor to another. We conclude with a discussion of how the inverted metaphor of institutions inhabiting actors can be useful for future theoretical developments. Y1 - 2020 U6 - https://doi.org/10.1111/JOMS.12560 ER - TY - JOUR A1 - Weber, Clarissa E. A1 - Okraku, Mark A1 - Mair, Johanna A1 - Maurer, Indre T1 - Steering the transition from informal to formal service provision: labor platforms in emerging-market countries. JF - Socio-Economic Review N2 - Services that are especially suited to being offered via online labor platforms, such as cleaning, driving and tutoring, are frequently performed in an informal way, especially in emerging-market countries. The informal economy is thus important for recruiting workers for labor platforms. Platform use, however, requires formal service provision, which workers in the informal economy often resist. Thus, labor platforms have to promote workers’ transition from informal to formal service provision. While recent studies have hinted at labor platforms’ fostering of formal economic activity, we know little about how such intermediation unfolds. We use a process lens and comprehensive qualitative data on labor platforms in Panama and Mexico to study how labor platforms steer workers to formal service provision. Detailing the interactive process of workers transitioning to formal service provision as triggered by labor platforms, we add to platform research and literature on intermediation between informal and formal economic activity. KW - Entrepreneurship, firm strategy, governance, institutions, Latin America, management Y1 - 2021 U6 - https://doi.org/10.1093/ser/mwab008 SP - 1 EP - 30 ER - TY - CHAP A1 - Sezgi, Funda A1 - Mair, Johanna ED - Bali Swain, Ranjula ED - Sweet, Susanne T1 - To Control or Not Control: A Coordination Perspective to Scaling. T2 - Sustainable Consumption and Production, Volume II. N2 - In this chapter, we assess the link between scaling, control and organizational achievements. We argue that control is essential to coordinate organizational members towards a common and shared goal and to provide guardrails for scaling. We use the experience of the Aravind Eye Care System, a non-profit organization based in India providing eye care services to poor people to specify the mechanisms employed by Aravind underpinning three popular organizational scaling modes—branching, affiliation and dissemination. Our objective is to show how control and scaling can be combined in order to protect the value base of a social enterprise and at the same time ensure growth. Y1 - 2021 SN - Print ISBN: 978-3-030-55284-8 | Electronic ISBN: 978-3-030-55285-5 U6 - https://doi.org/10.1007/978-3-030-55285-5_15 VL - II SP - 355 EP - 376 PB - Palgrave Macmillan CY - Cham ER - TY - RPRT A1 - Mair, Johanna A1 - Gegenhuber, Thomas A1 - Thäter, Laura A1 - Lührsen, René T1 - Learning Report. Open Social Innovation: Gemeinsam Lernen aus #WirvsVirus N2 - Das #WirvsVirus Begleitforschungsprogramm Seit dem Start des Hackathons begleiten wir, Prof. Johanna Mair (Hertie School und Stanford University), Thomas Gegenhuber (Leuphana Universität und JKU Linz), René Lührsen und Laura Thäter (wissenschaftliche Mitarbeiter*innen) den #WirvsVirus Hackathon und das Umsetzungsprogramm. Ziel ist es zu erforschen, welche Lehren aus diesem Experiment für künftige Initiativen gezogen werden können. Wir als Forschungsteam verstehen uns als Lernpartner*innen dieses Experiments: Neben regelmäßigem Austausch mit den #WirvsVirus Organisator*innen schufen wir eine respekt¬volle, kollaborative Umgebung für gemeinsames Lernen mit allen beteiligten Interessensgruppen. Die Datenerhebung besteht aus 200+ semi-strukturierten Interviews mit allen Interessensgruppen (Teams, Organisator*innen, Pat*innen und Unterstützer*innen, sowie politische und zivilgesell¬schaftliche Akteure), Dokumentenanalyse (z.B. Analyse von Medienartikeln) sowie teilnehmende Beobachtungen (circa 650 Stunden Begleitung in „Echtzeit“, wie z.B. Teilnahme an Community- Calls). Darüber hinaus organisierten wir am Ende des Umsetzungsprogramms einen Workshop mit ausgewählten Teams, bei dem wir gemeinsam die Innovationsreise der einzelnen Projekte reflek¬tierten. Unsere Analysen basieren auf den empirischen Daten, die wir im Zeitraum eines knappen Jahres – von März 2020 bis Februar 2021 – sammeln konnten. Unsere Analysemethoden und -werkzeuge, sowie die Modelle, die wir anwenden und entwickeln, sind inspiriert von zahlreichen Vor¬denker*innen (s. Literaturliste). Die ersten Ergebnisse aus dieser Forschungsphase sind der vorliegende Learning Report und der bereits veröffentlichte Policy Brief. Diese Ergebnisse ergänzen die Abschlussberichte der Organisa¬tor*innen. Das Forschungsprojekt wird vom Bundeskanzleramt befürwortet und dieser Teil wird von der Vodafone Stiftung gefördert. Y1 - 2021 UR - https://nbn-resolving.org/urn:nbn:de:kobv:b1570-opus4-37823 U6 - https://doi.org/10.48462/opus4-3782 ER - TY - RPRT A1 - Mair, Johanna A1 - Gegenhuber, Thomas A1 - Lührsen, René A1 - Thäter, Laura T1 - UpdateDeutschland: Open Social Innovation weiterdenken und lernen - Learning Report N2 - Der vorliegende Learning Report ist Ergebnis des Begleitforschungsprojekts zum Open Social Innovation Format UpdateDeutschland. Ziel ist es, alle Interessierten mit Konzepten, Sprache und Erkenntnissen auszustatten, um Open Social Innovation besser zu verstehen und gemeinsam weiterzuentwickeln. Der Learning Report bietet einen Überblick über UpdateDeutschland und erklärt anhand von UpdateDeutschland den Open Social Innovation Prozess; analysiert Daten rund um Herausforderungen, Teilhabe und Aktivität, um das Verständnis der Open Social Innovation Methode bei UpdateDeutschland zu vertiefen; zeigt vier verschiedene Pfade auf, die versinnbildlichen, wie bei UpdateDeutschland Wirkung entstanden ist; beleuchtet welchen breiteren Nutzen und welche Herausforderungen sich für Verwaltungen im Laufe des Prozesses ergaben; beschäftigt sich mit vier zentralen organisatorischen Herausforderungen; und bietet eine kritische Reflexion über Open Social Innovation und zeigt das transformative Potential auf. Y1 - 2022 UR - https://nbn-resolving.org/urn:nbn:de:kobv:b1570-opus4-42049 U6 - https://doi.org/10.48462/opus4-4204 ER - TY - JOUR A1 - Gegenhuber, Thomas A1 - Mair, Johanna A1 - Lührsen, René A1 - Thäter, Laura T1 - Orchestrating distributed data governance in open social innovation JF - Information and Organization N2 - Open Social Innovation (OSI) involves the collaboration of multiple stakeholders to generate ideas, and develop and scale solutions to make progress on societal challenges. In an OSI project, stakeholders share data and information, utilize it to better understand a problem, and combine data with digital technologies to create digitally-enabled solutions. Consequently, data governance is essential for orchestrating an OSI project to facilitate the coordination of innovation. Because OSI brings multiple stakeholders together, and each stakeholder participates voluntarily, data governance in OSI has a distributed nature. In this essay we put forward a framework consisting of three dimensions allowing an inquiry into the effectiveness of such distributed data governance: (1) openness (i.e., freely sharing data and information), (2) accountability (i.e., willingness to be held responsible and provide justifications for one's conduct) and (3) power (i.e., resourceful actors' ability to impact other stakeholder's actions). We apply this framework to reflect on the OSI project #WirVsVirus (“We versus virus” in English), to illustrate the challenges in organizing effective distributed data governance, and derive implications for research and practice. Y1 - 2023 U6 - https://doi.org/10.1016/j.infoandorg.2023.100453 SN - 1471-7727 VL - 33 IS - 1 ER - TY - JOUR A1 - Jakob Sadeh, Linda A1 - Mair, Johanna T1 - Reinforcing Political Inequality Through Diversity Initiatives: A Field-Level Perspective JF - Journal of Management N2 - Although diversity initiatives are considered prominent vessels for addressing inequality and despite massive investments in them, inequality inside organizations persists. Assessments of diversity initiatives often center on economic inequality and view organizations as closed systems to explain why they fail. Building on a 19-month field-level ethnography of the diversity field in Israel targeting Palestinian employment, we examine political inequality and show how it is perpetuated even as economic inequality is dealt with. Our findings reveal that the field is complicit in creating a chasm between the economic and political spheres by positioning diversity initiatives as a means to tackle economic inequality. The field’s infrastructure and dominant discourse reinforce this chasm and thereby make political inequality invisible, generating false consciousness. Our study challenges the preoccupation of diversity scholarship with universal best practices, suggests avenues for assessing and managing diversity initiatives while taking stock of political inequality, and directs future research to delve into the relationship between the economic and the political in organizations and our societies. Y1 - 2023 U6 - https://doi.org/10.1177/01492063231163579 SN - 0149-2063 N1 - Open Access publication is funded by the Hertie School Library ER -