ABSTRACT
This chapter focuses on different types of power relations between and across various institutional logics. It is based on a retrospective, secondary exploration of the empirical case study reports and databases, from a multi-actor-perspective and with a focus on social enterprise. The chapter explores the transformative potential of social enterprise to challenge and alter existing power relations. It shows that the transformative potential of social enterprise is as diverse and plural as social enterprise itself. The chapter explains the multi-actor perspective and conceptualising transformative potential as the capacity to challenge, alter and replace existing power relations within a given context. Social change and the human capacity for transformative change are sources of fascination for various fields of research. At the intersection of transition research and social innovation studies, efforts have been made to develop a transition perspective on social innovation, to question how, to what extent and under what conditions social innovations can contribute to transformative, systemic change.
