Abstract
Since it is believed that the creation of social innovation is the key to success in social business, numerous studies have focused on the influences of collaborations with other organizations and entrepreneurship on such creation. However, since these discussions only included people-related aspects, the determinants have yet to be clarified. Therefore, this study proposes that social innovation is created by a change in the business process and elucidates the determinants of social innovation. By applying Davenport’s (1992) process innovation model, it examines the case of an unattended movable store that uses information and communication technology to create a social business. In addition, using the Design and Engineering Methodology for Organizations model, this study performs a comparison of the unattended movable store and a staffed general store in Japan. Additional data are collected through a series of interviews with key figures in the case. The results show that social innovation is created by a change in the business process and that the determinants of such innovation consist of four factors: 1) executor shift, 2) automation, 3) data sharing, and 4) acquisition of outside resources.
Recommended Citation
Tetsuji, Ogawa; Hiroyasu, Yuhashi; and Masakatsu, Nishigaki, "Social Innovation Based on the Business Process Perspective: A Case Study of an Unattended Movable Store" (2017). PACIS 2017 Proceedings. 252.
https://aisel.aisnet.org/pacis2017/252