Table III. Drivers related to SROI...

Table III.

Drivers related to SROI implementation in the four cases

		Procurement	SROI
Drivers		Case	Case
Management support	Top management support	[1][2][3]	[1][2][3]
	Top management initiatives/appropriate leadership	[1][2][3]	[1][2]
	Senior/middle management support for procurement officers with implementation	[3][4]	[1][4]
	Extra check by municipal board on SROI incorporation for contracts above threshold	[1][2][3]	–
Policy	Liberal and more open policies create more room for SROI development and evaluation	[1][3]	[1][3]
	Applying PSO-certification for entrepreneurs	[1][2][3][4]	[1][2][3][4]
Information/communication	Transparent compilation and dissemination of information	[1][2][3][4]	[1][2][3]
	Good education and awareness of procurement officers	[1][2]	[1]
	Familiarity with policies by actors	[1][2][3][4]	[1][2][3][4]
Organization	Sustainable procurement policy with clearly stated goals and well-defined authorities and responsibilities	[1][2][3][4]	[1][2][3][4]
	Organizational incentives	[1][2]	[1][2][3][4]
	Inclusion in the formal strategy and planning process with good allocation of resources	[1][2][3][4]	[1][2][3]
	Regulatory compliance	[4]	[4]
	Motivation for target group by professionals	–	[1][2][3][4]
	Independent role of procurement function	[4]	[4]
Collaboration	Trust between parties	[1][2][3][4]	[1][2][3][4]
	Involvement of SROI officers in pre-contractual phase	[1][2][3][4]	[1][2][3][4]
	Social enterprise as part of municipal organization	[3]	[3]
	Contract management as intermediary between actors	[1][2][3]	[1][2][3]
	Promotion by entrepreneurs	[1][2][3][4]	[1][2][3][4]
	Freedom in actual application during contract phase	–	[1][2][3][4]
External pressure	Ethical concern	–	[1][2][3][4]
	Governmental regulation	[1][2][3][4]	[1][2][3][4]
	Risk of public embarrassment/reputation/legal risks	[4]	–

		Procurement	SROI
Drivers		Case	Case
Management support	Top management support	[1][2][3]	[1][2][3]
	Top management initiatives/appropriate leadership	[1][2][3]	[1][2]
	Senior/middle management support for procurement officers with implementation	[3][4]	[1][4]
	Extra check by municipal board on SROI incorporation for contracts above threshold	[1][2][3]	–
Policy	Liberal and more open policies create more room for SROI development and evaluation	[1][3]	[1][3]
	Applying PSO-certification for entrepreneurs	[1][2][3][4]	[1][2][3][4]
Information/communication	Transparent compilation and dissemination of information	[1][2][3][4]	[1][2][3]
	Good education and awareness of procurement officers	[1][2]	[1]
	Familiarity with policies by actors	[1][2][3][4]	[1][2][3][4]
Organization	Sustainable procurement policy with clearly stated goals and well-defined authorities and responsibilities	[1][2][3][4]	[1][2][3][4]
	Organizational incentives	[1][2]	[1][2][3][4]
	Inclusion in the formal strategy and planning process with good allocation of resources	[1][2][3][4]	[1][2][3]
	Regulatory compliance	[4]	[4]
	Motivation for target group by professionals	–	[1][2][3][4]
	Independent role of procurement function	[4]	[4]
Collaboration	Trust between parties	[1][2][3][4]	[1][2][3][4]
	Involvement of SROI officers in pre-contractual phase	[1][2][3][4]	[1][2][3][4]
	Social enterprise as part of municipal organization	[3]	[3]
	Contract management as intermediary between actors	[1][2][3]	[1][2][3]
	Promotion by entrepreneurs	[1][2][3][4]	[1][2][3][4]
	Freedom in actual application during contract phase	–	[1][2][3][4]
External pressure	Ethical concern	–	[1][2][3][4]
	Governmental regulation	[1][2][3][4]	[1][2][3][4]
	Risk of public embarrassment/reputation/legal risks	[4]	–

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