From richer business model to social innovation: the case of relocation assistance to seniors

Sonia Adam-Ledunois (), Emilie Canet and Sébastien Damart ()
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Sonia Adam-Ledunois: NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université
Emilie Canet: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Sébastien Damart: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: Organizations in the field of social innovation management are characterized by dilemmas and contradictions. Business models (BM) that develop within the contexts of these organizations are specific: they result from compromises sometimes difficult to sustain. For some of these organizations, the business model on which they are built is symptomatic of paradoxical situations. For some social innovation based businesses, we hypothesize that the evolution of the BM is partly the result of paradoxes and conflicts between social utility values and economic performance requirements, which the entrepreneur has to face. We use the concept of ethical stress and the concept of organizational paradox for the analysis of a case: the trajectory of the BM of a company, which did not lay within the social innovation field at first. Faced with certain tensions between the nature of its activity, the entrepreneur's values and the initial BM, the company gradually moved toward the social innovation field to become a social enterprise as defined below. We highlight the trajectory of the BM and we propose a way to explain it that is based on the highlighting of paradoxical situations that caused various disruptions. Essentially, these paradoxes arise from differences between the values upheld by the entrepreneur and changes imposed by the company's requirements for economic survival.

Keywords: Social innovation; Business models; Paradoxical situations; Conflicts (search for similar items in EconPapers)
Date: 2015-09
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Published in 7th International Social Innovation Research Conference (ISIRC 2015), Sep 2015, York, United Kingdom

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01278800

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