社会イノベーション研究/社会起業家WG 報告書
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1 2 2-1 Entrepreneurs Innovare Porter, 1990 Tidd et al., 2001 Utterback1994Christensen1997 Christensen1997 IBM 19
2 2 IBM Radical 2 SustainingDisruptive Radical Sustaining Technology Disruptive Technology 2-1: 20 Radical
3 2 C h r i s t e n s e n : Social Entrepreneurs Rogers2003 Late Majority Innovators Early Adopters
4 第 2 章 破壊的イノベーションと社会起業家 䈱᥉ 䊝䊂䊦 出典 Rogers 2003 図 2-3: Rogers の普及モデル オピニオン リーダー的存在であり 周囲から尊敬されているために 彼らが採用することは周 りの人々に影響を与える その影響が次の初期多数派 Early Majority に伝播する 初期多数派 は 慎重にイノベーションの採用についての損得を吟味し 決して新しいアイディアであるとい う理由で採用することはしない この段階に達すれば イノベーションは社会経済にインパクト を与えることになる これはイノベーションが社会システムに組み込まれたことを意味する 発明者あるいは考案者が 前節での破壊的イノベーションであると主張しても 初期採用者ま でで止まってしまうならば それはイノベーションが完結したとはいえない つまり イノベー ションの考え方に沿って議論する場合は イノベーションが社会システムに組み込まれるまで普 及することを意味し 必然的に事業規模は大きくなる 社会起業家による社会イノベーションを議論するとき やはり 普及レベルが初期採用者止ま りである場合はイノベーションとはいい切れない と定義づけすることができよう 東京工業大学社会工学専攻博士後期課程 NPM コースの公開講座で講演した 3 名についてのケー ススタディ 巻末講義録を参照 をもとに イノベーションの破壊性と普及レベルについて議論 すると次のようになる ケース 1 の CANVAS の石戸奈々子氏の場合 彼女の主催するイベントのみを単発的に行ってい 1 カリキュラムのパッケージン くだけでは イノベーションにはならない この活動をとおして 2 教える側の人材育成 3 各地域で自立的に活動が起こる仕組みをつくる という目標が実現 グ 3 に関しては長崎ですでに CANVAS された時点でイノベーションが普及したことになる 実際に の手を離れ 地域の組織が独自にプログラム運営を始めている ケース 2 のアサザプロジェクトの飯島博氏の活動も 霞ヶ浦の一部地域のみの活動で完結する ならば やはりイノベーションとはいい難い しかし現在進行中であるものの 霞ヶ浦地域のみ ならず 秋田県八郎潟に波及し 普及への足がかりが構築されつつある 飯島氏は多くの小中学 22 社会イノベーション研究 2008 年度報告書
5 Christensen, 1997Clayton M. Christensen1997The Innovator s Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business School Press 2001 Porter, 1990Michael E. Porter1990The Competitive Advantage of Nations, Free Press Rogers, 2003Everett M. Rogers2003Diffusion of Innovations Fifth Edition, Free Press Tidd et al, 2001Joe Tidd, John Bessant and Keith Pavitt2001Managing Innovation: Integrating Technological, Market and Organizational Change second edition, John Wiley & Sons, Ltd NTT Utterback, 1994James M. Utterback1994Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Face of Technological Change, Harvard Business School Press
6 3 3-1 Entrepreneurs Entrepreneurs Intrapreneurs VC start-ups VC VC 24
7 Dees et al.1998 Nicholls2005 Legitimacy 4 PragmaticMoralCognitive Regulatory 3-1 Measuring impact in social entrepreneurship: New accountabilities to stakeholders and investors A Nicholls - Seminar on Social Enterprise, Milton Keynes University, :
8 3 Pragmatic Moral Cognitive Regulatory Community Interest Company Regulatory
9 Schwab Foundation for Social Entrepreneurship Outstanding Social Entrepreneurs DAFDAF Rogers2003Early Majority IPO
10 3 3 1, : IPO
11 3 3-2: Early Adopters Early MajorityMoore1991 Chasm
12 3 Moore : Moore Chasm Ashoka : Innovators for the Public Ashoka Schwab Foundation Over a six-month period, Social Entrepreneurs are evaluated on 1 their leadership ability, 2 the reach of their social impact 3 the innovativeness and scalability of their ideas, 4 the sustainability of their organizations. In addition to the Foundation staff, candidates are reviewed by an expert in the Social Entrepreneur s primary field e.g.,rural development, micro-finance, etc., a second reviewer familiar with the region, and a third reviewer who is a leader in the field of Social Entrepreneurship. Kramer
13 3 Kramer, 2005Mark R. Kramer2005Measuring Innovation: Evaluation in the Field of Social Entrepreneurship, Foundation Strategy Group. Moore, 1991Geoffrey A. Moore1991Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, Harper Business
商学 66‐2☆/3.大原
390 2013 von Hippel, 2005 Nishikawa, Schreier and Ogawa, 2013 International open and user innovation workshop 391 1999 1 2 3 4 1 Tidd & Bessant, 20132001 3 2 NPO 2013 1 ips 20132013 392 2 4P 1 Schumpeter,
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