Evidence of social bricolage constructs in cultural SEOs
| Constructs of social bricolage | Explanation from literature (Di Domenico et al., 2010) | Evidence from the cases |
|---|---|---|
| Making do | Combination of resources or making do with limited resources and creating something new, such as a new market, a new product or service or a combination, to provide social value. Using discarded, disused, or unwanted resources for new purposes, and using “hidden” or untapped local resources that other organizations fail to recognize, value, or make adequate use of for communities | Cultural enjoyment and development of totally abandoned and inaccessible sites (#3, #4, #6, #7, #8, #9, #10, #12 and #14). Creating a tourist market in disreputable and unknown neighbourhoods (#8, #11 and #14). Involving local community and citizens in projects to generate new sustainable revenue streams and contribute to income by asset-based development activities (#1, #2, #8 and #15). Employing long-term unemployed people with adapted skills in the business (#4, #6, #8 and #10) and training young people for the restoration of archaeological works (#4, #7, #14 and #15) |
| Refusal to be constrained by limitations | Refusal to be constrained by limitations, trying out solutions as tactical responses to pervading institutional structures/rules; subverting the limitations imposed by available resource environments particularly in their ability to create social value | Interpreting laws and bypassing institutional and organizational norms by adapting structures to generate new cultural and social activities (#2, #6, #9 and #12). Altering governance systems and subverting hostile environmental situations to recover landscape and sea heritage with own expertise and work (#2, #9, #11 and #12). Involving key stakeholders and citizens in decision-making and organizational model (#1, #3, #4, #6, #7, #8, #10, #11, #13, #14 and #15). Running social innovation projects with under-resourced communities, in deprived and abandoned areas and sites (#5, #6, #8 and #13) |
| Improvisation | Improvisation to enable active pursuit of social purpose. Improvising through “best-fit” approaches within the constraints of the limited resources available. Process of trial and error | Acquiring legitimacy by citizens and stakeholders through free creative events in the recovered sites and useful activities for urban and landscape development, such as cleaning seaside, gardens, adorning squares across churches or archaeological sites (#1, #6, #9, #11 and #12). “Door-to-door” and advocacy as tools for achieving community consensus and persuading local authority of community needs leading to creation of SEO (#2, #4 and #12). Use of social media, blog, and local media to disseminate organizational purpose and mission to a wider audience (#1, #6, #8, #9, #12, #14 and #15) |
| Social value creation | Generating employment opportunities for founders and others, work inclusion and integration, skills development, social capital, community cohesion, helping disadvantaged people, responding to social unmet needs of communities | Running different social projects and offering services to the local communities in the renewed cultural sites, such as afterschool classes, music and sports courses for disadvantaged children, training courses for long-term unemployed people and to develop tourism management and culture-related skills (#3, #5, #8, #10 and #14). Making cultural sites accessible and creating dedicated paths for people with different abilities (#2, #4, #5, #8, #11 and #15). Employing people from the neighbourhood where the site is located and immigrants (#1, #4, #6 and #8). Enhancing community cohesion policies, such as cleaning area around the cultural site, improving commercial activities of the area, intercultural exchange and integration (#5, #7, #8, #9, #13 and #15) |
| Stakeholder participation | Governance structures and decision making, board membership, strategy determination and implementation. Social networking activity, access to expertise and new contracts, support from public and private actors for the business | Accessing experts, professionals and new contacts with valuable resources in the start-up phase to benefit the enterprise (#3, #5, #6, #9, #13 and #14). Social networking activity with communities, involving them in decision-making processes, project work, and supporting contacts with health authority to get permissions (#1, #2, #6 and #8). Obtaining support from third sector actors to participate in national and EU-funded projects (#2, #3, #5, #6, #7, #8, #9, #11 and #15) |
| Persuasion | Influence and persuade important stakeholders to leverage acquisition of new resources and support to create social value | Managing continuous and steady actions in the start-up stages to convince local authority and private actors working for the development of Southern Italy, about the usefulness, effectiveness, and social value of the business case, by a physical F2F (“friend to friend”) network (all). Acquiring ability to do “things” thanks to social legitimacy by citizens’ associations (#4, #5, #8, #9 and #12). Influencing and convincing local public authority and key players to pursue the possibility of developing secure, architectural, equipment, modernization and maintenance works, and energy projects, in the sites and to obtain resources (#2, #3, #5, #6, #7, #8, #9, #12 and #15) |
| Constructs of social bricolage | Explanation from literature ( | Evidence from the cases |
|---|---|---|
| Making do | Combination of resources or making do with limited resources and creating something new, such as a new market, a new product or service or a combination, to provide social value. Using discarded, disused, or unwanted resources for new purposes, and using “hidden” or untapped local resources that other organizations fail to recognize, value, or make adequate use of for communities | Cultural enjoyment and development of totally abandoned and inaccessible sites (#3, #4, #6, #7, #8, #9, #10, #12 and #14). Creating a tourist market in disreputable and unknown neighbourhoods (#8, #11 and #14). Involving local community and citizens in projects to generate new sustainable revenue streams and contribute to income by asset-based development activities (#1, #2, #8 and #15). Employing long-term unemployed people with adapted skills in the business (#4, #6, #8 and #10) and training young people for the restoration of archaeological works (#4, #7, #14 and #15) |
| Refusal to be constrained by limitations | Refusal to be constrained by limitations, trying out solutions as tactical responses to pervading institutional structures/rules; subverting the limitations imposed by available resource environments particularly in their ability to create social value | Interpreting laws and bypassing institutional and organizational norms by adapting structures to generate new cultural and social activities (#2, #6, #9 and #12). Altering governance systems and subverting hostile environmental situations to recover landscape and sea heritage with own expertise and work (#2, #9, #11 and #12). Involving key stakeholders and citizens in decision-making and organizational model (#1, #3, #4, #6, #7, #8, #10, #11, #13, #14 and #15). Running social innovation projects with under-resourced communities, in deprived and abandoned areas and sites (#5, #6, #8 and #13) |
| Improvisation | Improvisation to enable active pursuit of social purpose. Improvising through “best-fit” approaches within the constraints of the limited resources available. Process of trial and error | Acquiring legitimacy by citizens and stakeholders through free creative events in the recovered sites and useful activities for urban and landscape development, such as cleaning seaside, gardens, adorning squares across churches or archaeological sites (#1, #6, #9, #11 and #12). “Door-to-door” and advocacy as tools for achieving community consensus and persuading local authority of community needs leading to creation of SEO (#2, #4 and #12). Use of social media, blog, and local media to disseminate organizational purpose and mission to a wider audience (#1, #6, #8, #9, #12, #14 and #15) |
| Social value creation | Generating employment opportunities for founders and others, work inclusion and integration, skills development, social capital, community cohesion, helping disadvantaged people, responding to social unmet needs of communities | Running different social projects and offering services to the local communities in the renewed cultural sites, such as afterschool classes, music and sports courses for disadvantaged children, training courses for long-term unemployed people and to develop tourism management and culture-related skills (#3, #5, #8, #10 and #14). Making cultural sites accessible and creating dedicated paths for people with different abilities (#2, #4, #5, #8, #11 and #15). Employing people from the neighbourhood where the site is located and immigrants (#1, #4, #6 and #8). Enhancing community cohesion policies, such as cleaning area around the cultural site, improving commercial activities of the area, intercultural exchange and integration (#5, #7, #8, #9, #13 and #15) |
| Stakeholder participation | Governance structures and decision making, board membership, strategy determination and implementation. Social networking activity, access to expertise and new contracts, support from public and private actors for the business | Accessing experts, professionals and new contacts with valuable resources in the start-up phase to benefit the enterprise (#3, #5, #6, #9, #13 and #14). Social networking activity with communities, involving them in decision-making processes, project work, and supporting contacts with health authority to get permissions (#1, #2, #6 and #8). Obtaining support from third sector actors to participate in national and EU-funded projects (#2, #3, #5, #6, #7, #8, #9, #11 and #15) |
| Persuasion | Influence and persuade important stakeholders to leverage acquisition of new resources and support to create social value | Managing continuous and steady actions in the start-up stages to convince local authority and private actors working for the development of Southern Italy, about the usefulness, effectiveness, and social value of the business case, by a physical F2F (“friend to friend”) network (all). Acquiring ability to do “things” thanks to social legitimacy by citizens’ associations (#4, #5, #8, #9 and #12). Influencing and convincing local public authority and key players to pursue the possibility of developing secure, architectural, equipment, modernization and maintenance works, and energy projects, in the sites and to obtain resources (#2, #3, #5, #6, #7, #8, #9, #12 and #15) |
Source(s): Our elaboration, adapted from Di Domenico et al. (2010)
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