This article illustrates how the term “social innovation” is used in the public policy domain in Hong Kong in relation to the new public management (NPM) reform of the social service sector, which originated in the early 2000s. Through document reviews and interviews, the role that social innovation policy has played in instigating changes in the contemporary social service field in the post-NPM era is identified. This includes facilitating emergence of “new” forms of social entrepreneurial activities to fill unmet social needs, empowering new actors in entering the social service sector, and reinforcing the government’s position in the NPM reform. Adopting historical institutionalism as the analytical framework, multiple path-dependent characteristics arising from the historical legacies of the incumbent social service environment – such as the longstanding partnership between the state and non-profits – are highlighted. These historical factors have weakened the efficacy of the policy efforts aimed at enacting institutional change. Overall, this article demonstrates how historical context matters in the emergence and framing of social innovation policy. It contributes to the theorisation of the role of social innovation in social service sector development in East Asia.

Equal access to childcare services is a key concern of childcare policy. This article analyses social inequalities in the availability of such services. We explore how observed disparities are related to the socio-economic status of neighbourhoods and investigate how different provider types contribute to such differences. To do so, we use data on all childcare centres in the city of Vienna, Austria, on the spatial distribution of children aged under six and on three measures of neighbourhood status, over a period of eight years. We find that spatial accessibility is highest in neighbourhoods with the highest socio-economic status, that such inequality has increased over time and that both effects can be attributed to the role of non-profits. The results indicate that the policy change undertaken in Vienna towards increased communitarisation – that is, a shift towards non-profit provision – has undermined the universal character of the city’s childcare system.

An increasing body of research has applied an institutional perspective to understand actors’ responses to conflicting institutional logics and the creation process of new organizational forms. Although China provides a natural, real-time laboratory to study this topic, scant empirical research has been done. Moreover, we find it is insufficient to apply current frameworks, which have been mainly driven by studies conducted in Western contexts, to study actors’ responses to institutional multiplicity in China, especially in its emerging non-profit sector. This article fills research gaps by providing an in-depth case analysis of the creation and legitimation process of the One Foundation – the first independent charity foundation established by civic individuals in China. Our study shows that the coexisting and competing relationship among state, civil society, social mission, and market logics provides impetus for organizational change and innovation. This article theorizes a temporal model by showing that actors seek provisional solutions in different organizational stages and gradually develop capabilities to progress institutional work from individual to organizational and to societal level to achieve their goals. By showing how a charity foundation plays a role as a change agent, this article also sheds light on the condition and process that drive innovation in China's non-profit sector.

Increased emphasis on efficiency and regulation is changing the nature of the non-profit sector in western countries. In this paper, we explore the impact of these contemporary changes on older, more traditional volunteers. Specifically, we use neo-institutional theory as a framework to explore the micro-effect of these processes in one large, multi-service non-profit organisation in Australia. The findings of an ethnographic study are presented using an analytical template comprising: (1) the observational space; (2) the conversational order; (3) the content of talk; and (4) areas of resistance. Findings from these categories provided evidence of two institutional orders – one a traditional way of operating consistent with a charity model, and the other, a new, dominant approach driven by market forces. It was found that older, more traditional volunteers struggled to maintain the old order as well as to make the transition to the new order. If organisations are to benefit from a pool of potential volunteers and if older people are to benefit from the social and health advantages associated with productive ageing, there are important implications in these findings. Older people are able to make a successful transition to the new order, but organisations need to be more proactive in facilitating the change. In particular, organisations need to reject ageist cultures and practices, provide training and skills development, and to work collaboratively with older people.