Managerial Role as a Resource for Social Innovation

Abstract

This chapter attempts to advance our understanding regarding social innovation with a focus on public sector organizations. The aim is to answer the following question: “How does a manager’s novel knowledge gained from decisional interventions act as a resource to achieve social innovation?” The study employed a qualitative research approach. Findings have stemmed from secondary sources such as officially published reports and media releases of three local councils of Victoria, Australia. The data were first contextually positioned and then analyzed by following the Gioia methodology. Research findings indicate that tacit knowledge gained by public managers helps them to make better decisional interventions. In different situations such as handling disturbance, negotiating with other parties, allocating resources, or being an intrapreneur, the decisions and its quality will be improved if public managers enhance their personal knowledge. This study also offers policymakers a new approach to deal with the social problems innovatively. It, therefore, provides insights on topics such as sustained social transformation through public reforms, navigation of resources, and wise leadership.

Citation

Rashid, S. (2019), "Managerial Role as a Resource for Social Innovation", Dana, L.-P. and Ratten, V. (Ed.) Societal Entrepreneurship and Competitiveness, Emerald Publishing Limited, Leeds, pp. 47-76. https://doi.org/10.1108/978-1-83867-471-720191005