ABSTRACT
Social innovation (SI) is seen as a significant source of sustained growth, and, in the language of dynamic capabilities, extend organisational capabilities that may be hard to replicate, and create the potential for competitive advantage. SI as systemic social change appears most ambitious, risky and potentially a distraction from the purposes of the organisation and the associated fiduciary duty to serve share/owners. The accounts show the employees how profit is invested into SI, and that SI is being made available for others to learn from. Thereby reinforcing the narrative of the purpose and aligned action in pursuance of the purpose. SI is perhaps a difficult concept to embrace within the business model. It is the least understood and offers substantial challenges in terms of openness to and with stakeholders, engaging with an understanding of where value is generated for stakeholders and managing such stakeholder value realisation.
