Lean Startup for social impact: Refining the National Science Foundation’s Innovation Corps model to spur social science innovation
ISSN: 1750-8614
Article publication date: 16 April 2018
Issue publication date: 31 August 2018
Abstract
Purpose
This paper aims to explore an adaptation of the National Science Foundation Innovation Corps (I-CorpsTM) program, which uses the Lean Startup methodology to help STEM scientists commercialize their research. The adaptation, known as I-Corps for Social Impact (I-Corps SI), extends the for-profit canonical model to include mixed revenue and non-profit business models, to help researchers generate social impact.
Design/methodology/approach
A research team of policy and non-profit experts observed and adapted a canonical I-Corps process, then interviewed academics who are scaling and sustaining socially impactful solutions from their research, including past I-Corps participants, to validate research team learning.
Findings
The paper describes limitations of the I-Corps model and modifications required to enhance social impact.
Practical implications
While the field of social entrepreneurship has grown rapidly over the past few decades, social scientists have lagged behind in translating evidence-based research into solutions that can be scaled and sustained to achieve social impact. The paper presents an evidence-based case for a pedagogical tool to close this gap.
Originality/value
A focus on validated learning and business model development supports a paradigm shift within the social sciences, which can help spur greater social innovation from evidence-based research.
Keywords
- National Science Foundation Innovation Corps (I-Corps)
- Lean Startup methodology
- Social innovation
- Social impact
- Social entrepreneurship
- Validated learning
- Business model development
- Innovations for Poverty Action (IPA)
- Abdul Latif Jameel Poverty Action Lab (J-PAL)
- Evidence Action
- Georgetown University’s Institute for Reproductive Health
- Crimson Hexagon
Acknowledgements
This work was supported by the United States National Science Foundation under Grant Numbers 1549578, 1446218, and 1340618.
Additional curriculum development team members:
Angela Evans, Primary Investigator, The University of Texas at Austin, LBJ School of Public Affairs.
Will Brown, Texas A&M University, Bush School of Government and Public Service.
Mahmud Farooque, Arizona State University, Consortium for Science, Policy and Outcomes.
David Swindell, Arizona State University, School of Public Affairs.
Karen Anderson, Results for America.
Architect, Lean LaunchPad Course: Steve Blank.
NSF mentors: Dean Chang, University of Maryland, Office of the Provost; Rathindra Gupta, Lydia McClure, Jerry Engel.
NSF Program Officer, Social, Economic and Behavioral Division: Mo Wang.
Citation
Semcow, K. and Morrison, J.K. (2018), "Lean Startup for social impact: Refining the National Science Foundation’s Innovation Corps model to spur social science innovation", Social Enterprise Journal, Vol. 14 No. 3, pp. 248-267. https://doi.org/10.1108/SEJ-02-2018-0013
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited