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The paper aims to understand the stages of the social innovation process and how it can be used for sustainable development.

This single case study used multiple sources, especially data from extensive field visits and selective in-depth interviews. Direct observation, web content analysis, journals, annual reports and news articles were also used.

The findings show that BRAC institute of skills development (BISD) adopted a unique formula for the social innovation process: problem identification, new idea, design prototype, pilot, perfect and scale up. This study also finds that BISD has a significant socio-economic impact in Bangladesh. The impacts of BISD are associated with several United Nations (UN) Sustainable Development Goals (SDGs), including SDG 1 on poverty, SDG 4 on inclusive learning, SDG 5 on gender equality and women empowerment, SDG 8 on decent work and economic growth and SDG 16 on social inclusion.

The discussions of this study ultimately pave a clear roadmap for policymakers, practitioners and academics to improve mechanisms for sustainable development through social innovations in emerging countries.

This paper provides a practical application of the social inclusive innovation process theory by which vocational training institutes can scale their sustainable impact. More knowledge is needed on how organisations can implement social innovation projects in emerging countries. This paper provides exploratory evidence to fill this gap. It demands a promising area of interest to investigate further research on the compatibility of social innovation in skills development programmes to gear up the status of an underprivileged community.

Based on a single case approach, this chapter empirically explores the triple helix configuration of Centurion University of Technology and Management (CUTM) and its social innovation programme. The study uses case files and web available material to consider the nature of the university’s relationship with industry and government. The findings show that triple helix social innovation has yet to be studied in an Indian context. Also, CUTM’s human and social orientation is a driver of its triple helix interaction. The university’s pursuit and trust in employers’ participation in the curriculum and campus experience is the hallmark of its social and pedagogic success. To advance the literature, this chapter draws attention to a much-overlooked Indian context and, for practitioners, it demonstrates the inner-workings of a functioning triple helix system.

South Africa (SA) has undertaken significant institutional reforms since the change in its political regime in 1994. During the same period, SA has also experienced rapid economic growth. Although it is widely accepted that institutional reform generally has positive impacts on firm competitiveness and economic growth, the extent to which institutional reforms in SA have been of benefit to businesses is not well understood. The purpose of this paper is to focus specifically on the rule of law and assesses the extent to which the rule of law affects business performance.

The study uses multinomial logistic regression techniques and data, from a large‐scale firm level survey (n=751) of SA businesses undertaken by the World Bank in 2007, to estimate the effects of various elements of the rule of law on firm performance.

Crime and theft were found to have the largest impact on business performance, followed by corruption and tax administration. Political instability and the effectiveness of the court system were not perceived to affect business performance significantly.

Ongoing institutional reforms aimed at improving business performance and competitiveness in SA should pay particular attention to the design of effective policies to address crime, theft, corruption and tax administration issues faced by businesses.

The study is one of the first to provide empirical evidence based on a large‐scale survey of the extent to which crime and theft, corruption and tax effectiveness inhibit business growth in SA.

Social innovation (SI) is seen as a cornerstone for addressing the major social and environmental challenges of today’s world.Given that multinational enterprises (MNEs) play a crucial role in contributing to a more sustainable world, this leads us to wonder about the potential of these innovation initiatives in the context of these firms. This systematic literature review aims to explore SI within these firms and suggest future research avenues, as well as highlight the implications of the subject.

Based on the analysis of 46 articles, this paper employs the PRISMA method to conduct a systematic literature review on SI within MNEs.

Drawing from the analysis of the results, this paper observes that SI within MNEs is generally mobilized within the framework of other responsible conceptualizations such as Corporate Social Responsibility (CSR); however, it remains a crucial lever for value creation in MNEs. Additionally, this review asserts that social innovation within MNEs acts as a catalyst for sustainability, social change, institutional effectiveness and knowledge sharing within these firms. Moreover, it illustrates the conditions for the success of this innovation in MNEs, including addressing the instrumental needs of target users, committing to the long term, the ability to shape the environment, maintaining a strong position among stakeholders and adapting new technologies.

This review offers a nuanced exploration of how SI manifests within MNEs, examining its diverse conceptualizations, functions and the conditions necessary for success. Building on this analysis, it highlights key theoretical, practical and policy implications, along with a series of research questions designed to establish a solid foundation for future research.

Coronavirus disease 2019 (COVID-19) pandemic had an adverse impact on workforce diversity internationally. While in the Global North, many countries have sophisticated laws and organizational mechanisms and discourses to deal with such adverse impacts on workforce diversity, such structures of diversity management are either ceremonial or poorly developed in the Global South. The global pandemic disproportionately impacted Global North and Global South increases the existing gap due to vaccine rollout inequality and divergence in recoveries. The authors explore social innovation as a possible option for responding to the challenges induced by the COVID-19 pandemic.

The study draws on interviews in 26 distinctive organizations operating in various industries in Turkey. The authors have adopted a qualitative design to explore how social innovation helps to respond to diversity concerns during the COVID-19 pandemic.

The authors demonstrate that social innovation presents a viable option for a country with a poorly regulated context of diversity management. Social innovation could help overcome the challenge of the absence of supportive legislation, discourses and practices of diversity in poorly regulated contexts.

The field study revealed several distinct forms of social innovation for diversity management, which emerged as a response to the COVID-19 pandemic. The authors demonstrate that in the absence of supportive diversity management structures and frameworks, social innovation in diversity management at the organizational level could provide a viable response to the emergent needs in the context of the COVID-19 pandemic.

The purpose of this study is to investigate the influence of board characteristics on firms’ investment decisions.

The study used data sourced from annual reports of firms listed on the Ghana Stock Exchange from 2014 to 2018. Descriptive analysis was performed to provide the background statistics of the variables examined. This was followed by a regression analysis which forms the main data analysis.

The multiple regression analysis results indicated that the proportion of independent directors and financial experts on the board are negatively related to firm investment. These findings imply that independent directors and financial experts on the board can help firms reduce overinvestment and improve investment efficiency.

The extant literature shows that the board of directors are an effective mechanism to reduce agency problems in firm decisions and operating performance. However, there has been little research on the role of the board of directors in corporate investment policy.

This paper aims to focus on the development of a “dynamic Balanced Scorecard” and to demonstrate that matching the traditional Balanced Scorecard (BSC) architecture with system dynamics principles offers better support for strategic management decisions.

The paper is based on a case study related to a service‐based business. The maps, the mathematical model and the BSC developed according to system dynamics modelling principles are discussed.

A system dynamics‐based BSC, particularly if embedded into a management flight simulator, would allow exploration and understanding of features of complexity and dynamics, consideration of feedback loops rather than unidirectional causality, the use of mapping tools for a more comprehensive design of the strategy maps, the facilitation of a process of organisational learning; and support for policy design and strategic analysis performed by managers.

The value of this paper is two‐fold: first, it shows that by using system dynamics modelling principles it is possible to overcome positively some limitations of the original BSC framework; second, the paper provides information and suggestions that are helpful for companies that are interested in developing strategic management systems based on both BSC architecture and on system dynamics principles and simulation tools (e.g. the management flight simulator).