Open social innovation in response to grand challenges: promotor influence as change agent

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dc.contributor.authorBarrett, Gillian
dc.contributor.authorDooley, Lawrence
dc.date.accessioned2026-03-26T09:50:04Z
dc.date.available2026-03-26T09:50:04Z
dc.date.issued2025-03
dc.description.abstractFollowing on from the R&D Management COVID-19 two-part special issue editorial, this paper strives to deepen our knowledge of Open Social Innovation (OSI) in such grand challenge contexts through exploring the promotor role(s) and interventions in managing temporary organisations. Through an exploration of three case studies that emerged from a bottom-up perspective, in response to the COVID-19 grand challenge, this study highlights the central role played by promotors in leveraging OSI projects. The core elements of the George et al. (2016) grand challenge framework are explored within the cases, through a promotor theory lens, to understand how the promotor roles (power, process, technology and relationship) influence the emergence of the temporary OSI organisation to enable a societal contribution. The research recognises the potential of OSI as a response to future grand challenges, highlighting the importance of management routines, such as communicating and articulating the need, adoption of project management practices, leveraging network ties through promotors' credibility and co-ordinating partners (& volunteers) for nurturing objective achievement. The research also highlights impediments that can curtail progress, which potentially impacts the longevity and outcomes of OSI. This study demonstrates the important role of promotors in initiating OSI communities to respond to grand challenges and given the complexity and enormity of the task, promotors must establish routines to engage and co-ordinate a collective ecosystem, since they cannot execute alone. Thus, OSI communities require assistance from government and/or commercial entities to exploit and effectively co-ordinate such OSI endeavours to ensure a meaningful contribution.en
dc.description.statusPeer reviewed
dc.description.versionPublished version
dc.format.extent15
dc.format.extent210145
dc.format.mimetypeapplication/pdf
dc.identifier.authororcidBarrett, Gillian§0000-0002-2024-8797
dc.identifier.authororcidDooley, Lawrence§0000-0001-5612-9012
dc.identifier.citationBarrett, G. and Dooley, L. (2025) 'Open social innovation in response to grand challenges : promotor influence as change agent', R & D Management, 55 (2), pp. 405-419. https://doi.org/10.1111/radm.12695
dc.identifier.doi10.1111/radm.12695
dc.identifier.endpage419
dc.identifier.issn0033-6807
dc.identifier.issued2
dc.identifier.journaltitleR and D Management
dc.identifier.otherORCID: /0000-0001-5612-9012/work/206318537
dc.identifier.startpage405
dc.identifier.urihttps://hdl.handle.net/10468/18665
dc.identifier.urlhttps://www.scopus.com/pages/publications/85197317842
dc.identifier.volume55
dc.language.isoen
dc.publisherJohn Wiley & Sons
dc.rights© 2024, The Author(s). R&D Management published by RADMA and John Wiley & Sons Ltd.405This is an open access article under the terms of the Creative Commons Attribution-NonCommercial License, whichpermits use, distribution and reproduction in any medium, provided the original work is properly cited and is notused for commercial purposes.
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.subjectOpen Social Innovation (OSI)
dc.subjectCOVID-19
dc.subject[CUBS]
dc.subjectBusiness and International Management
dc.subjectGeneral Business,Management and Accounting
dc.subjectStrategy and Management
dc.subjectManagement of Technology and Innovation
dc.titleOpen social innovation in response to grand challenges: promotor influence as change agenten
dc.typeArticle (Peer reviewed)
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