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Outputs (21)

On Addressing Societal Challenges: The Influence of Archetypal Biases on Scaling Social Innovation (2025)
Journal Article
Healy, J., Hughes, J., & Donnelly-Cox, G. (online). On Addressing Societal Challenges: The Influence of Archetypal Biases on Scaling Social Innovation. Journal of Business Ethics, https://doi.org/10.1007/s10551-025-05975-1

The purpose of this article is to encourage greater reflexivity among social innovation practitioners and researchers about the influence of unconscious biases and assumptions on addressing societal challenges. Drawing on previous research and insigh... Read More about On Addressing Societal Challenges: The Influence of Archetypal Biases on Scaling Social Innovation.

Bridging the divides: A case study of collective action across Scottish university business schools to support small business (2024)
Journal Article
Cunningham, J., Hughes, J., Hay, A., Greene, F., & Seaman, C. (2024). Bridging the divides: A case study of collective action across Scottish university business schools to support small business. Journal of Business Research, 183, Article 114859. https://doi.org/10.1016/j.jbusres.2024.114859

Support for small business is widely acknowledged as a complex issue of interrelated economic resilience and sustainability. Despite an established literature on the mechanisms through which university business schools support business, few studies h... Read More about Bridging the divides: A case study of collective action across Scottish university business schools to support small business.

Meta-Practices: The Role of Ecosystems Actors in Social Innovation (2024)
Presentation / Conference Contribution
Hughes, J., Pitsis, T., Leighton, M., & Bhatia, K. (2024, April). Meta-Practices: The Role of Ecosystems Actors in Social Innovation. Paper presented at 9th Annual Entrepreneurship as Practice Conference 2024, University of Leeds

A long and winding road: The hard graft of scaling social change in complex systems (2024)
Journal Article
Healy, J., Hughes, J., Donnelly-Cox, G., & Shantz, A. (2024). A long and winding road: The hard graft of scaling social change in complex systems. Journal of Business Venturing Insights, 21, Article e00455. https://doi.org/10.1016/j.jbvi.2024.e00455

Advice abounds on how to implement large-scale social change, much of which emphasizes a simplistic linear process, led by a heroic central actor. Rigorous case studies have shown that social change is far more complex: it is a reci... Read More about A long and winding road: The hard graft of scaling social change in complex systems.

From practice to theory and back again: Exploring social innovation scaling processes through multiple lenses (2023)
Presentation / Conference Contribution
Hughes, J., Healy, J., & Donnelly-Cox, G. (2023, November). From practice to theory and back again: Exploring social innovation scaling processes through multiple lenses. Paper presented at ISBE 2023, Birmingham

The purpose of this paper is to explore the theoretical underpinnings of social innovation, and the assumptions key actors make about how the process of social innovation ought to unfold. By studying the practice literature within the social innovati... Read More about From practice to theory and back again: Exploring social innovation scaling processes through multiple lenses.

My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation (2023)
Journal Article
Schuler, B., Orr, K., & Hughes, J. (2023). My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation. Journal of Business Research, 160, Article 113782. https://doi.org/10.1016/j.jbusres.2023.113782

How does middle managers’ sensemaking of other middle managers’ attitudes to a new strategy affect strategy implementation? We explore this question using a qualitative-abductive approach. Our investigation of the implementation of a top-down strateg... Read More about My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation.