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The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China
Social innovation and social entrepreneurship usually follow a bottom‐up pattern. Companies and entrepreneurs decide to focus their business effort on meeting critical and urgent social needs. However, what happens when institutions promote or push top‐down initiatives? The outbreak of COVID‐19 is r...
Autores principales: | , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
John Wiley and Sons Inc.
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8662012/ http://dx.doi.org/10.1111/radm.12499 |
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author | Crupi, Antonio Liu, Sida Liu, Wei |
author_facet | Crupi, Antonio Liu, Sida Liu, Wei |
author_sort | Crupi, Antonio |
collection | PubMed |
description | Social innovation and social entrepreneurship usually follow a bottom‐up pattern. Companies and entrepreneurs decide to focus their business effort on meeting critical and urgent social needs. However, what happens when institutions promote or push top‐down initiatives? The outbreak of COVID‐19 is redefining, for many aspects, entrepreneurial dynamics. By creating a critical shortage of resources and medical supplies, the pandemic drew central and local institutions to push companies to cover the increasing social and medical needs. This study explores how companies reacted to top‐down‐initiated social innovation and social entrepreneurship activities. In doing so, the study focuses on the first heavily hit country, China, and it collects data from companies involved in the production of medical masks and the provision of solutions for nucleic acid tests. Our findings reveal that companies answer to top‐down pushes by implementing two main strategies in a time of crisis. First, the social bricolage by exploiting available and local resources. Second, companies react with agility by re‐thinking their internal innovation, relying on past similar experiences, and making their resource fluid. Our study adds the literature regarding social innovation and entrepreneurship in a crisis time by providing implications for institutions and organizations in setting and responding to strategies for future crises. |
format | Online Article Text |
id | pubmed-8662012 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | John Wiley and Sons Inc. |
record_format | MEDLINE/PubMed |
spelling | pubmed-86620122021-12-10 The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China Crupi, Antonio Liu, Sida Liu, Wei R&D Management Article Social innovation and social entrepreneurship usually follow a bottom‐up pattern. Companies and entrepreneurs decide to focus their business effort on meeting critical and urgent social needs. However, what happens when institutions promote or push top‐down initiatives? The outbreak of COVID‐19 is redefining, for many aspects, entrepreneurial dynamics. By creating a critical shortage of resources and medical supplies, the pandemic drew central and local institutions to push companies to cover the increasing social and medical needs. This study explores how companies reacted to top‐down‐initiated social innovation and social entrepreneurship activities. In doing so, the study focuses on the first heavily hit country, China, and it collects data from companies involved in the production of medical masks and the provision of solutions for nucleic acid tests. Our findings reveal that companies answer to top‐down pushes by implementing two main strategies in a time of crisis. First, the social bricolage by exploiting available and local resources. Second, companies react with agility by re‐thinking their internal innovation, relying on past similar experiences, and making their resource fluid. Our study adds the literature regarding social innovation and entrepreneurship in a crisis time by providing implications for institutions and organizations in setting and responding to strategies for future crises. John Wiley and Sons Inc. 2021-09-05 2022-03 /pmc/articles/PMC8662012/ http://dx.doi.org/10.1111/radm.12499 Text en © 2021 The Authors. R&D Management published by RADMA and John Wiley & Sons Ltd. https://creativecommons.org/licenses/by-nc-nd/4.0/This is an open access article under the terms of the http://creativecommons.org/licenses/by-nc-nd/4.0/ (https://creativecommons.org/licenses/by-nc-nd/4.0/) License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made. |
spellingShingle | Article Crupi, Antonio Liu, Sida Liu, Wei The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title | The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title_full | The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title_fullStr | The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title_full_unstemmed | The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title_short | The top‐down pattern of social innovation and social entrepreneurship. Bricolage and agility in response to COVID‐19: cases from China |
title_sort | top‐down pattern of social innovation and social entrepreneurship. bricolage and agility in response to covid‐19: cases from china |
topic | Article |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8662012/ http://dx.doi.org/10.1111/radm.12499 |
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