Using data from a sample of 301 Australian disability nonprofit organizations (NPOs), this study applies configurational thinking to identify combinations of organizational capabilities that lead to Nonprofit Social Innovation (NSI)—a new service or process that promotes social inclusion of people with disabilities—and examines whether NSI is a sufficient condition for high societal impacts to be achieved. The conceptualization and components of the NSI framework were developed in our previous research through a two-month researcher-in-residency at disability NPOs. In this study, we employ fuzzy-set qualitative comparative analysis to identify several "recipes" of capabilities (varying by organizational size and geographical location) for NSI development. The analyses find that high societal impacts from NSI occur when organizations adopt diverse perspectives, and embrace either person-focused approaches or operate in a risk-tolerant environment. These findings provide valuable linkages to managerial practice in nonprofits and advance emerging theoretical understandings of social innovation.

Item Type:	Refereed Article
Keywords:	capabilities, disability nonprofits, qualitative comparative analysis, social innovation, societal impact
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Innovation management
Objective Division:	Economic Framework
Objective Group:	Management and productivity
Objective Field:	Management and productivity not elsewhere classified
UTAS Author:	Torugsa, N (Dr Ann Torugsa)
UTAS Author:	Arundel, A (Professor Anthony Arundel)
ID Code:	132019
Year Published:	2019
Web of Science® Times Cited:	4
Deposited By:	TSBE
Deposited On:	2019-04-16
Last Modified:	2020-02-26
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