``It Is the Theory Which Decides What Can Be Observed'' : Managing the Complexity of Social Problems at the Organisational and Individual Level.

``It Is the Theory Which Decides What Can Be Observed'' : Managing the Complexity of Social Problems at the Organisational and Individual Level.

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Bibliographic Details
Main Author: Kruse, Daniel (Author)
Corporate Author: ProQuest (Firm)
Format: Electronic eBook
Language:English
Published: Berlin : Logos Verlag Berlin, 2022.
Subjects:
Social problems.
Online Access:Connect to this title online (unlimited simultaneous users allowed; 325 uses per year)
Table of Contents:
  • Intro
  • Section A Overall focus and scope
  • Chapter One: Overall introduction
  • 1.1 Research motivation and overall theme
  • 1.2 Research problem, relevance, and objective
  • 1.2.1 What does complexity mean?
  • 1.2.2 How to manage complexity?
  • Chapter Two: The two studies of this dissertation
  • 2.1 Introduction to research study 1
  • 2.2 Introduction to research study 2
  • Chapter Three: Overall structure of this dissertation
  • Section B Study 1
  • Organizational search in the humanitarian sector
  • Chapter One: Introduction
  • Chapter Two: Theoretical background
  • 2.1 Social innovation in the humanitarian sector
  • 2.2 Hiddenness of knowledge advocates a bottom-up approach
  • 2.3 Problem complexity advocates a theory-guided approach
  • 2.4 Which theory guides the search in the humanitarian sector?
  • Chapter Three: Methodology & Findings
  • 3.1 PAR Planning
  • 3.1.1 Phase I: Goal-setting became Project Scoping
  • 3.1.2 Phase II: Identification of trends became identification of drivers
  • 3.1.3 Phase III: Identification of lead users became identification of social innovators
  • 3.1.4 Phase IV: Co-creation workshop
  • 3.2 PAR Action
  • 3.2.1 Phase I: Project scoping
  • 3.2.2 Phase II: Identification of drivers became problem understanding
  • 3.2.3 Phase III: Identification of social innovators became solution search
  • 3.2.4 Phase IV: Co-creation workshop became peer creation facilitation
  • 3.3 PAR Evaluation
  • 3.3.1 The resulting theory-guided bottom-up search process
  • 3.3.2 The characteristics of the innovations and the innovators
  • 3.3.3 Comparison to broadcasting
  • Chapter Four: Discussion of findings
  • 4.1 Empirical support for a theory-guided bottom-up search process
  • 4.2 The theory-guided bottom-up search process for the humanitarian sector
  • 4.3 Identification of problem drivers became problem understanding (Phase II)
  • 4.4 Identification of lead users/social innovators became solution search (Phase III)
  • 4.5 Pyramiding had to be complemented by secondary search (Phases II & III)
  • 4.6 Co-creation became peer-creation facilitation (Phase IV)
  • Chapter Five: Implications, limitations and further research
  • 5.1 Theoretical implications
  • 5.2 Practical implications
  • 5.3 Critical reflection and limitations
  • Section C Study 2
  • Sensemaking of social entrepreneurs
  • Chapter One: Introduction
  • Chapter Two: Theoretical background
  • 2.1 Social entrepreneurship as a research field
  • 2.2 A typology of social entrepreneurs
  • 2.2.1 Social Bricoleur
  • 2.2.2 Social Constructionist
  • 2.2.3 Social Engineers
  • 2.3 Social value creation
  • 2.3.1 Unpacking the 'social' of social problems (RQ1)
  • 2.3.2 Sensemaking and sensegiving to gain legitimacy
  • 2.4 The social entrepreneurial innovation search process
  • 2.4.1 Traditional rational/economic logic falls short for social entrepreneurship

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