Transformative service research, service design, and social entrepreneurship: An interdisciplinary framework advancing wellbeing and social impact

Abstract

Purpose

The purpose of this paper is to provide an interdisciplinary framework bridging service design and social entrepreneurship with transformative service research (TSR) to create greater synergetic effects to advance wellbeing and drive social impact.

Design/methodology/approach

This research provides an interdisciplinary review and synthesis of literature to establish a basis for a conceptual framework advancing human wellbeing and driving social impact.

Findings

The overarching framework created incorporates various concepts, methods and tools across the three research domains. At the core of the framework is the ultimate goal of multilevel wellbeing and social impact. The core is subsequently supported by established social entrepreneurship concepts and strategies: prosocial motivation, hybrid identity, social bricolage, entrepreneurial thinking, community engagement, business model design and innovative delivery. The implementation of these concepts could benefit from the methods and tools used in service design, such as: design probes, service blueprints, appreciative inquiry, contextual interviews, actor maps, sustainable business model canvas and service prototyping.

Practical implications

The paper uses the refugee crisis as an illustrative example of how the proposed framework can be put into action by service organizations.

Originality/value

By bridging literature in TSR, service design and social entrepreneurship, this paper provides service managers with a framework to guide scalable systemic solutions for service organizations interested in advancing human wellbeing and driving social impact.

Citation

Alkire (née Nasr), L., Mooney, C., Gur, F.A., Kabadayi, S., Renko, M. and Vink, J. (2020), "Transformative service research, service design, and social entrepreneurship: An interdisciplinary framework advancing wellbeing and social impact", Journal of Service Management, Vol. 31 No. 1, pp. 24-50. https://doi.org/10.1108/JOSM-05-2019-0139