Pro-Innovative Orientation of

Polish Social Enterprises: The Empirical Perspective

Agata Sudolska and Monika Chodorek

Faculty of Economic Sciences and Management, Nicolaus Copernicus University, Gagarina 13a, Torun, Poland

Keywords: Social Enterprise, Innovations, Pro-innovative Orientation.

Abstract Contemporary times require an entrepreneurial approach to social problems. As the consequence social

enterprises have emerged as a new type of organization which despite its non-profit character is treated as a

fully entrepreneurial organization. As social enterprises adopt business principles while providing social

goods or services, it has to develop an orientation that enables not only to survive, but also to compete in the

contemporary environment. The paper is an attempt to contribute to the research in the field of social

enterprises activities by examining their attitudes towards innovations. The main purpose of the paper is an

attempt to assess pro-innovative orientation of Polish social enterprises. The paper addresses two tasks. The

first part of the paper provides short theoretical overview of the idea and nature of social enterprise. As the

theoretical analysis presented in the paper is exemplified with the empirical study, the second part of the

paper presents the research findings which indicate the manifestations of social enterprises pro-innovative

orientation. Based on the conducted research, we attempt to identify how social enterprises understand

innovations, what kind of innovations they introduce. Finally, we attempt to connect the fact of creating

innovations with pro-innovative behaviors of social enterprise employees.

1 INTRODUCTION

Social enterprises have appeared as a new significant

phenomenon responding the need to introduce an

entrepreneurial approach to solving social problems.

Despite the lack of universal definition of social

enterprise, the term is increasingly used to describe

the organizations that are created specifically to

pursue social goals (Thomson and Doherty 2006;

Defourny and Nyssens, 2008). Social enterprises are

characterized not only by sociality, but also by

market and innovation orientation (Nichols and Cho,

2006; Weerawardena and Sullivan Mort, 2012).

With the increasing interest in social enterprises

concept, considerable attention has been placed on

their nature and role for the society. However,

although social innovations are said to be innovative

because of their nature, the issue concerning their

pro-innovative orientation and innovations created

by this type of entity has received limited attention.

Thus we suggest that there is a need for an in-depth

examination of this issue. Accordingly, in this paper

we look at the aspects related to pro-innovative

approach and attitude towards all kinds of novelty in

social enterprise operating in Poland. Throughout

the paper we refer mostly to a social cooperative as

the most common form of a social enterprise in

Poland. Following Weerawardena and Sullivan Mort

(2012) we assume that social enterprises operating in

highly competitive environment tend to adopt an

innovative posture in order to acquire needed

resources and cover their costs. Bearing in mind the

uncertainty concerning social enterprises financial

situation (revenues coming from differentiate

sources), we argue that they need to adopt

entrepreneurial posture which, among other, involve

pro-innovative orientation.

Given the fact that several authors agree on the

view that nowadays enhancing any organization’s

ability to create innovations seem to be an essential

process for its success, survival and renewal as well

as an important way for achieving advantages over

competitors (Dess and Lumpkin, 2005; Kaplan and

Warren, 2010), in our paper we search for at the

manifestations of such activities in social enterprises

operating in Poland.

The paper consists of two parts: the theoretical

grounding and the empirical research. The

theoretical part, first of all, outlines the concept of

social enterprise and its pro-innovative orientation.

132

Sudolska, A. and Chodorek, M.

Pro-Innovative Orientation of Polish Social Enterprises: The Empirical Perspective.

DOI: 10.5220/0006037901320139

In Proceedings of the 8th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management (IC3K 2016) - Volume 3: KMIS, pages 132-139

ISBN: 978-989-758-203-5

The empirical part of the paper presents the

manifestations of social enterprises pro-innovative

orientation. It also discusses how the innovations

introduced in analyzed social enterprises influence

their employees’ pro-innovative behaviors. As the

outcome of the conducted research we provide social

enterprises managers with the knowledge concerned

the activities in the field of innovations carried out

by other entities from this sector. We believe that

our findings provide also managerial implications

referring to enhancing employees commitment to

creating innovations.

2 THE CONCEPT OF SOCIAL

ENTERPRISE

Social enterprise idea has emerged as an answer to

several complex issues facing contemporary world.

Due to its focus on providing benefits to different

groups in society, social enterprise is perceived as

ideal for addressing the global concerns of

environment, healthcare, education, economic

growth and poverty alleviation (Akinyemi, Dilyard,

Anderson and Schroeder, 2013).

Due to diversity of approaches to describe the

nature of social enterprise, the term is used in

different ways in various European countries. Based

on the Social Business Initiative document prepared

by the European Commission (2011), we define

social enterprise as a business in the social economy

whose main objective is to have a social impact

rather than make a profit for their owners or

shareholders.

The nature of social enterprise combines two

attributes. The first concerns entrepreneurship and

the second sociality. Entrepreneurship aspect refers

to conducting an activity of economic character and

thus creating value for the market. This attribute

requires being innovative and effective, because

without innovativeness and effectiveness we can’t

speak of entrepreneurship. On the other hand, the

aspect concerning social issues directly refers to the

mission of social enterprises that is preventing social

exclusion through occupational and economic

activation of particular groups (Hausner and

Lauriusz, 2008, p. 9).

The European Commission applies the term

'social enterprise' to embrace three types of

organizations. First are those, for who the social

objective of the common good is the reason for the

commercial activity. Second are those, where profits

are mainly reinvested with a view to achieving this

social objective. And the third group involve those,

where the method of organisation or ownership

system reflects the enterprise's mission, using

democratic or participatory principles or focusing on

social justice.

In considering the issue of social enterprise

nature, it is necessary to point out three objectives

that a social enterprise is to reach. Firstly, every

social enterprise has a mission concerning the help

for the disadvantaged people who want to integrate

with the society. The second objective that a social

enterprise has to reach concerns the need to generate

profits in order to survive on the market and be able

to carry out its mission. Obviously in case of social

enterprises the desire for the financial success is

secondary, but they need to be profitable to survive.

Although they focus on meeting social needs and

stimulating social change, they have to find different

resources (human resources, capital, knowledge etc.)

for their business (Santos, 2012). The final objective

refers to the ‘political’ field. The reason for social

enterprises existence is also to show that local

authorities implement a social policy in the region.

Taking into account the aforementioned, we can

say that the term “social enterprise” is very broad

and encompasses a lot of issues. The fact that it

combines the features of business and non-

governmental organization as well as accomplishes

both social and financial goals suggests that social

enterprise is of a hybrid nature. Moreover, nowadays

social enterprises are no longer perceived as

charities. They are the organizations having

sustainable business models that aim at long-term

survival, are profitable and thus deliver social value.

3 PRO-INNOVATIVE

ORIENTATION OF SOCIAL

ENTERPRISE

3.1 The Nature of Innovation

Recent years have seen an increased interest in the

issues related to organizations’ ability to innovate.

All contemporary organizations are supposed to

make several efforts aimed at finding new

opportunities to enhance their effectiveness in the

challenging environment. Caring out the activities

focused on supporting any kind of novelty is equated

with fostering pro-innovative orientation of an

organization. Implementing pro-innovative

orientation refers to development, assimilation and

utilization of new knowledge as well as finding new

Pro-Innovative Orientation of Polish Social Enterprises: The Empirical Perspective

133

opportunities and creating the atmosphere favorable

to all kinds innovations (Isaken, Lauer, Ekval and

Britz, 2000-2001, Sudolska 2012). The reference

literature presents wide range of definitions of

innovations. In general innovation is any change

appearing in different areas of the organization’s

activities, developed in or outside the organization,

that introduces progress while compared to the

existing state (Damanpour 1996). What is of great

importance, innovation represents newness to

particular organization that is concerned. In other

words, it means novelty to the organization itself

rather than in absolute sense (Osborne and Flynn,

1997; De Dreu, 2006). Another relevant issue

concerns the fact that innovation is both a process

and an outcome. Baregheh, Rowley and Sambrook

(2009) who have conducted a comprehensive

analysis of several innovation definitions argue that

innovation is a multi-stage process in which

organizations transform their ideas into new or

improved products, processes in order to advance

and differentiate themselves successfully in the

market (Baregheh et al. 2009). Finally, what seems

to be of great significance, innovation involves

discontinuous change resulting in transformation of

organizational capabilities (Osborne and Flynn,

1997; Baregheh et al., 2009).

The complexity of innovation nature combined

with the variations in the way it occurs in different

organizations results in difficulty to provide clear-

cut typology of innovations. Innovation is

multifaceted and can take many forms. However,

based on extensive literature review, we assume that

the main innovation types comprise the following:

technological product and process innovations

(TPP), organizational and marketing innovations,

social innovations and business models (paradigm)

innovations (Damanpour 1996; Oslo Manual, 2005;

Bessant and Tidd, 2011). Certainly, introducing

above mentioned types of innovations is observed

both in firms and social enterprises, although in case

of social enterprise we observe organizational and

social innovations more often than other types.

3.2 Pro-innovative Orientation of

Social Enterprise

While considering how innovative social enterprises

are we may take the view from the perspective of

other sector. From such perspective all social

enterprises are innovative. It refers the fact that

social enterprises are practicing innovative ways of

doing business through introducing social issues into

their business models. On the other hand, if viewed

from within the sector, then some of them are just

imitating others or being pressured by their

environment rather than aiming to adapt or change

current conditions (Westal, 2007). However,

discussing the issue we need to remember that in the

literature innovation is also defined as intentional

introduction and application within a group or

organization of ideas, processes, products or

procedures, new to the relevant unit of adoption,

designed to significantly benefit the individual, the

group, the organization or the society (West and

Farr, 1990; De Dreu, 2006). Therefore any novelty

appearing in social enterprises deserves attention

and appreciation.

While discussing social enterprise pro-innovative

orientation, we need to remember that this type of

entity is characterized by high level of autonomy.

Due to this, social enterprises are focused on

searching for new initiatives and solutions.

Moreover, as they want to survive in highly unstable

environment, they are forced to seek for all kind of

novelty which may result as innovation. This pro-

innovative orientation is also a consequence of

another characteristics of social enterprise nature –

taking economic risk, strongly stimulating creativity

and openness to change.

Pro-innovative orientation of an organization

involves wide spectrum of components. Among

pertinent issues fostering organization’s pro-

innovative orientation the relevant literature points

out: entity strategy mission clarity, leadership,

clarity of innovation process, organizational culture

and values, people’s skills, focus on employees

growth and development, challenging and

interesting employee tasks, employee feeling of

autonomy, positive interpersonal exchange,

intellectual stimulation by debating and discussing

new ideas, involving employees in new projects

allows them to present their creativity and skills in

some novel areas, freedom, trust/openness of

employees (Ekvall 1996, Isaken et. al, 2000-2001;

Isaken and Lauer, 2002; Loewe and Dominiquini,

2006; Hunter, Bedell and Mumford, 2007).

The outcomes of pro-innovative orientation of

any kind of organization are different types of

innovations. As highlighted by Westal (2007),

innovation in social enterprise refers to new products

of new qualities, new methods of organization

and/or production, new production factors such as

atypical employment and involvement in

governance, mixing voluntary and paid employment,

new market relations such as the changing welfare

mix, new legal forms (Westal, 2007, p. 5). In the

following part of the paper we present the attitudes

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134

of Polish social enterprises towards innovations and

several types of innovations introduced by them.

4 RESEARCH PROBLEMS AND

METHOD

In the paper, we study social enterprises pro-

innovative orientation by addressing the following

academic questions:

 How do Polish social enterprises understand

innovations?

 What kind of innovations do Polish social

enterprises introduce (is there any type more

frequently appearing than others)?

 What is the result of introducing innovations in

terms of employees’ and participant pro-

innovative behaviors?

The study was the element of the comprehensive

research project on issues concerning innovations

creation and implementation in companies and

social economy enterprises operating in Poland. The

research is based on statistical analysis of data

coming from a survey conducted with CATI

technique on a sample 140 social enterprises within

the project “Innovation among people. The analysis

of the innovations creation and implementation in

companies and social economy enterprises operating

in Poland”. The project was funded by the Polish

National Science Centre grant on the decision

number DEC-2013/11/B/HS4/00691.

The sample of analyzed social entities consisted

of 40 centers of social integration and 100 social

cooperatives, all such entities operating in Poland.

The respondents were mainly heads of cooperatives

(52,9%) and directors of centers of social integration

(13,6%), managers (7,1%), project coordinators

(3,6%) and other employees. Majority of

investigated social enterprises operate in the field of

services (106), few deal with building services (21)

and trade (18). Only 4 of investigated social

enterprises conduct industrial activities, 7 represent

IT sector and the rest described their field as “other”.

Examining the aforementioned academic

questions needed: listing the symptoms of pro-

innovative orientation and behaviors, listing the

symptoms of innovations, listing the indications of

the results of the implemented innovations in the

employee behavior area.

5 RESULTS

5.1 Manifestations of Social

Enterprises Pro-innovative

Orientation

As the main empirical objective of the paper is to

assess pro-innovative orientation of Polish social

enterprises, first we provide details on the study

concerning the symptoms of such orientation of the

analyzed entities. The results are given in table 1.

Table 1: Symptoms of social enterprises pro-innovative

orientation.

Symptoms of pro-innovative

orientation

Number of

enterprises

Sample 140

In our organization people being under

reintegration process participate in

creating innovations

In our organization innovations are

proposed by employees regardless of

their position

In our organization innovations result

mainly from the cooperation with other

entities

Innovations are proposed by different

teams in our organization

In our organization innovations are

proposed by employees who are

responsible for this

Managing innovations is the central

element of our strategy

In our organization there are teams

dedicated to creating innovations

To examine pro-innovative orientation of the

sampled entities we investigated several issues

related to their approach towards innovations. In

general, the minority of respondents really focus on

innovations. Half of them involve their “clients”

(people who they provide social services with) into

the process of creating innovations. This directly

result from above mentioned nature of such entities.

About one third of the enterprises seem to activate

their employees to think about and propose some

innovations. According to the research findings, in

these enterprises innovations are proposed by

employees regardless of their position. Also in about

one third of analyzed organizations innovations are

proposed by different teams, not necessarily people

who are expected to do so. Such attitudes probably

result from management as well as employees’

consciousness concerning the need to be innovative

Pro-Innovative Orientation of Polish Social Enterprises: The Empirical Perspective

135

in order to diversify their income streams or just be

more efficient and profitable. The data presented in

table 1 proves also that one third of research

participants focus on creating innovations based on

external sources. As they declare that in their entities

innovations result mainly from the cooperation with

other organizations, we assume that they understand

the necessity of market learning. In this context

social enterprises activities are similar to for-profit

organizations. Presented data also indicates that only

28 of sampled enterprises focus on innovations as

the main component of their strategy. However, this

is not surprising as social enterprises first of all

focus on delivering social value and solving social

problems. Only some of them adopt market

businesslike principles.

An important aspect of conducted research was

to obtain the information regarding perceiving the

nature of innovations by representatives of Polish

social enterprises. As said before, innovation is

multi-dimensional and complex issue so it might be

understood differently by several people.

Representatives of studied social enterprises were

asked to mark to what extend they agree with the

descriptions presented in table 2.

Table 2: Understanding of innovations in Polish social

enterprises- Means, Standard Deviations.

The meaning of „innovation”

Mean

Standard

Deviation

Innovation means going

beyond existing patterns of

thinking and acting

76,4

23,14

Innovation is every outcome

of human creativity

67,3

23,55

Innovation is the activity

contributing to environment

protection

50,2

31,70

Innovation is the activity

contributing to people’s life

quality improvement

77,9

20,31

Innovation is the activity

resulting in employees work

conditions improvement

71,9

22,87

Innovation means new or

improved products

74,8

25,84

Innovation means new or

improved technologies

72,8

29,73

Innovation is every activity

enabling organization to

perform better (more

effectively, more efficiently)

76,0

22,28

Innovation is the activity

distinguishing the

organization from others

67,4

25,00

Data shown in table 2 suggest that the phrase

“innovation” is understood by the majority of

analyzed entities as the activity that contributes to

people’s life quality improvement (77,9). However,

also in most of investigated social enterprises

innovation is perceived as something that exceeds

existing patterns of thinking and acting (76,4) or as

any activity that enables the organization to perform

better (76). The aforementioned meaning of

innovation pointed out by our respondents are very

general. On the other hand, it suggests that they are

very open-minded while having such point of view.

What is interesting, the survey has shown that

the social enterprises very frequently perceive

innovations in more traditional sense - as new or

better products (74,8) or new or better technologies

(72,8). Such approach is much closer to the way how

companies perceive innovations. Moreover, majority

of research participants understand innovations also

as the activity resulting in employees work

conditions improvement (71,9). Based on presented

results, we can say that in case of analyzed social

enterprises it is difficult to find a typical way of

understanding innovations (the differences are not

significant and standard deviation is high). We

assume that it results from aforementioned hybrid

nature of such organization types.

However, the main research problem was

discovering the outcomes of social enterprises in

terms of innovations. Thus we asked enterprises

representatives what types of innovations have

appeared in their organizations for the last three

years. The obtained data is shown in table 3.

The data presented in table 3 shows that the

majority of entities focus on the solutions aimed at

work conditions improvements (103). They also pay

much attention to the necessity of implementing

individual solutions referring to work and

organization and time schedules (101), solutions

enabling employees to reconcile between work and

personal life (96) as well as the necessity to

implement the activities focused on employees’

personal and professional development (95).

It is evident that for social enterprises the main

field of attention while implementing innovations is

related to their social capital. As they are originally

established to solve social problems, it seems natural

that they concentrate on the aspects concerning their

social capital which is the foundation of their

existence. Although they introduce some product or

market innovations (69, 67), their main focus is on

another area. This proves that even though social

enterprises have to generate profits in order to

survive, delivering social value is their priority.

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136

Moreover, we need to remember that the financial

outcomes of a social enterprise result from of the

efforts of its participants and employees. We assume

that due to this correctness, social enterprises heads

most of all try to satisfy their participants and

employees by implementing some innovations of

social character. What is also interesting a lot of

investigated entities (79) for the last three years also

have introduced some innovations concerned with

changing their internal and external communication.

Table 3: Innovations appearing in social enterprises.

Type of innovation that has appeared

for the last three years

Number of

enterprises

Sample 140

Implementation of individual solutions

concerning work organization and time

schemes

101

Implementation of activities aimed at

employees’ personal and professional

development

Implementation of solutions aimed at

employees’ work conditions

improvement

103

Implementation of solutions aimed at

employees’ social and life conditions

improvement

Implementation of solutions enabling

employees reconciliation between work

and personal life

Changes in the field of internal and

external communication

Market innovations

Product innovations

Technological innovations

Strategic innovations

As proved by presented research findings,

analyzed social enterprise concentrate mostly on

internal social innovations (called also innovations

at the workplace) which are perceived as a

restoration of an organization directed at employees

and their relationships, leading to more efficient

functioning of an organization and the opportunity to

develop and implement any talents appearing within

them (Jędrych, 2013). Here, it is important to say

that social enterprises’ human capital is very

diversified, taking into account such variables as

education, qualifications, abilities, motivation to

work or temperament. That is another reason to

focus on integrating people within such entity and

paying attention to their feelings and behaviors

concerning the workplace.

5.2 Innovations versus Pro-innovative

Employee Behaviors

Another research problem was to identify how the

innovations introduced in the studied social

enterprises influence the behavior of their employees

and participants.The collected data collected enabled

us also to calculate Pearson correlation coefficients

between the introduced innovations and chosen

manifestations of pro-innovative orientation of

social enterprises’ employees and participants. The

obtained correlations are given in table 4.

The data presented in table 4 verify the link

between the fact that organization’s management

implements changes aimed at employees and

participants personal and professional development

and the low level of employees resistance towards

changes. There is no doubt that people’s fear of

changes is one of the most significant obstacles

while implementing innovation process. Therefore,

overcoming employees and participants’ resistance

towards novelty becomes a priority for social entities

who want to survive and increase their performance.

Moreover, as evident from the data shown in table 4,

there is quite high correlation between implementing

innovations of strategic character (e.g. building

strategic networks with other organizations) and the

low level of employees resistance towards changes.

We assume that implementing “pro-employees” and

“pro-participants” innovations makes them aware of

the benefits resulting from openness to novelty. This

seem to be a good direction to stimulate pro-

innovative attitudes of people.

The analysis of presented correlations indicates

also that implementing innovations aimed at

employees and participants personal and

professional development is positively correlated

with the fact that innovations are proposed by

employees and participants regardless of their tasks

and position and the fact that employees and

participants engage in implementing ideas proposed

by others. Having to bear in mind that today

innovations occur only as the result of common

work of different actors who are able and eager to

cooperate, we perceive this as the prove of

developing pro-innovative orientation of analyzed

social enterprises.

The data given in table 4 verify also the link

between implementing innovations in the field of

internal and external communication and the fact

that employees and participants are not afraid of

showing criticism. This is particularly important as

successful implementation of any innovation

requires discussion and confrontation of different

Pro-Innovative Orientation of Polish Social Enterprises: The Empirical Perspective

137

points of view. Thus employees and participants

have to feel free to present their opinions, even if

they are critical. It is also indisputable that while

people feel satisfied at the workplace, they are more

likely to take others’ negative feedback as the

opportunity to learn and change. Thus, the

innovations can appear more frequently.

Table 4: Pearson Correlation Coefficients between

innovations and employees pro-innovative behaviors.

Low level of change resistance

Innovations are proposed by employees

regardless of their position

Employees

engage in implementing ideas

proposed by others

Employees are

not afraid of showing

criticism

Managers share with emplouyees both

good and bad information

Relations between employees are

positive

.180

.135

.502

.167

.215

.068

.505

.636

.545

.338

.333

.311

.064

.205

.187

.120

.209

.239

.481

.641

.190

.515

.257

.085

-.04

.156

.175

.147

.270

.072

.172

.211

.603

.312

-.01

.138

.243

.480

.225

.253

.141

.120

.234

.161

.142

.116

-.03

.071

.313

-.01

.206

.099

-.01

.677

.545

.249

.518

.317

.260

A - Changes of work organization and time schemes;

B - Employees’ personal and professional development;

C - Changes employees’ work conditions improvement;

D - Employees’ social and life conditions improvement;

E - Employees reconciliation between work and personal life

improvement;

F- Changes of internal and external communication;

G - Market innovations;

H - Product innovations;

I - Technological innovations;

J - Strategic innovations.

6 CONCLUSIONS

Summing up, our findings advance the research on

social enterprises in different ways. To our

knowledge, the presented study is one of the few

investigations concerning the issues of innovations

and pro-innovative orientation of social enterprises

in general, particularly located in Poland.

First of all, the research findings allow us to

assess pro-innovative orientation of analyzed

entities. Given research findings lead us to the

statement that pro-innovative orientation of studied

enterprises is at “intermediate level”. Investigated

manifestations proved that Polish social enterprises

are not really advanced at focusing on innovations

within their strategies and everyday activities.

On the other hand our findings prove that

analyzed social enterprises are quite active in the

field of introducing workplace innovations. Majority

of them are oriented on solutions concerning work

organization, personal and professional development

of their employees and participants or solutions

aimed at work conditions improvement. We assume

that such focus results from the nature on social

entities but also from the consciousness that satisfied

workers are the most valuable assets for any

organization. As proved by presented findings,

employees and participants of social enterprise who

perceive the innovations appearing in the enterprises

as good and valuable for them (and thus feel

appreciated) become more active in terms of pro-

innovative behaviors.

Having to bear in mind that analyzed entities are

not really active in introducing product and market

innovations, we assume that they lack abilities

concerning market analysis. This naturally results

from the nature of this type of organizations. Thus

we propose that Polish social enterprises need to

concentrate on developing their market analysis

skills to become more competitive and profitable.

Finally, we are aware of the limitations of our

study. First of all, the collected data enabling the

assessment of Polish social enterprises pro-

innovative orientation is based on opinions of the

selected employee of every organization. In spite of

the fact that we attempted to conduct the interviews

with a social enterprises representatives who were

able to offer the necessary knowledge concerning

the analyzed entity, there is always a risk that the

person has presented a subjective picture of the

enterprise situation. Secondly, we are aware of the

fact that while describing the manifestations of pro-

innovative orientation of investigated entities we

used limited amount of characteristics that can be

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138

used to do it. As enhancing organization’ s pro-

innovative orientation involves wide range of issues,

this study inspires us for in-depth investigations, not

only with a use of quantitative methods, but also

based on the technique of free-form interview,

participatory observation or focus group interviews

with the employees. Among implications of our

study and the problems inspiring for further research

we point out the issue of motivating social

enterprises employees and participants to engage in

the activities proving their consciousness and

eagerness in the field of creating different types of

innovations, particularly product and market

innovations which are said to be the foundation of

modern sustainable organization. We assume that

the importance of being innovative and competitive

entity implies the need to search for the ways of

influencing employees pro-innovative behaviors.

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