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Johanna Mair

This chapter examines the strategic roles of 150 middle managers in different units of a large European financial services firm. The study takes place in the context of a major corporate initiative aimed at creating a more entrepreneurial culture within the firm. Drawing on insights from 40 exploratory interviews, a survey instrument is used to identify four unique middle manager roles in corporate entrepreneurship; leader, broker, businessman, and architect. These roles are interpreted relative to existing literature. Associations between three roles (architect, leader, broker) and organizational performance are highlighted. The chapter adds insight into the roles of middle managers in corporate entrepreneurship initiatives and how these roles connect to organizational performance.

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Christian Seelos and Johanna Mair

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Christian Seelos and Johanna Mair

We studied the characteristics and consequences of social innovation processes in four social enterprises operating in developing countries. Six types of uncertainty characterize social innovation processes and challenge managers to enact innovation responsibly. Responsible innovation in the context of this study refers to using scarce resources productively and limiting the negative consequences of failed innovations for vulnerable constituencies. The chapter proposes to evaluate innovation and scaling as an integrated process of impact creation, where impact refers to making progress on social or environmental problems. Different integrations of innovation and scaling over time revealed four distinct innovation archetypes that illustrate various strategic roles of innovation in social enterprises.

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Julie Battilana, Brittany Butler, Marissa Kimsey, Johanna Mair, Christopher Marquis and Christian Seelos

As the appetite for learning about social innovation intensifies, how can we better prepare practitioners for the work of addressing the world’s pressing social problems at the relevant scale? This chapter presents the “3P” framework developed by the authors to help address this challenge, grounded in their experience of researching, teaching, and advising social innovators around the world. In this framework, the authors propose three key lenses to help social innovators contribute to social change, unpacking the nature of: the problem at hand, the person pursuing change, and the pathway to change. Considering the alignment of these 3Ps provides an organizing template for social innovators to think about how they can effectively contribute to solving social problems. The authors illustrate how they engage new and experienced social innovators in this learning journey by discussing their pedagogical approach as educators. In conclusion, they discuss future research directions to help address unanswered questions.