Designing Social Innovation Success Modelin Imam Khomeini Relief Foundation: Grounded Theory Approach

Document Type : Qualitative Research

Authors
Gholamreza Jandaghi 1
Hassan Zareimatin 2
Reza Tahmasebi 3
ali afrouznia 4
1 Professor, Management and Accounting Faculty, University of Tehran (College of Farabi), Qom, Iran.
2 . Professor, Management and Accounting Faculty, University of Tehran (College of Farabi), Qom, Iran
3 Assistant Prof., Management and Accounting Faculty, University of Tehran (College of Farabi), Qom, Iran
4 PHD student, Management and Accounting Faculty, University of Tehran (College of Farabi), Qom, Iran.
Abstract
Social innovation has attracted the attention of many researchers in recent years; as it offers new answers to social challenges and whole community use its advantages. The main objective of this research is to design a social innovation success model in the Imam Khomeini Relief Foundation as a social organization.This research is fundamental-applied in term of purpose and its method is grounded theory.Participants of this research are experienced staffand experts in the processes of Imam Khomeini Relief Foundation that by combining the methods of purposive sampling, snowball and theoretical sampling, 16 wer selected to perform semi-structured interviews.Data analysed with more than 200 primary codes in Atlas.ti 8. Factors of mission and Strategy, Organizational Culture,Servant Leadership Style,Organizational Agility, Extensive and favorable interactions with Enviroment and Facilitating Financial Conditions recognized as factors for facilitator level.Innovators' motivation,effective Content and implementation and acceptance of innovation were complementary levelfactors. And brandingsocial innovation, collaborating with international institutions, networking of innovation roles and develop a people-dependent structurewere growth levelfactors of social innovation success model.
Keywords
Social Innovation
Imam Khomeini Relief Foundation
Social Organization

Subjects

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Organizational Resources Management Researches
Volume 9, Issue 4
March 2020
Pages 69-90