Diffusion of innovation: Leveraging leadership networks in a regional context

Abstract The purpose of this study is to examine how social innovation has developed and diffused within a regional context during the first five years of a new initiative. This is a timeframe where elite relationships and networks may be critical to build support and buy in for the innovation in the diffusion process. Using a case study of a single initiative that is focused on community enhancement through creativity, the research explores how the institution operates and navigates community systems through extended leadership networks. The research focused on stakeholder motivations and vested interest to engage and remain involved with a statewide social innovation project, and the barriers and enablers to maintaining and growing the innovation and network. The results indicate that leveraging and building a network of extended relationships is an active process, considered by stakeholders to be critical to personal and business development. The social innovation organization seeks to build networks, particularly leadership networks, in the initial stages. At the same time leaders are seeking to expand their own networks and spheres of influence. Individuals join and remain vested in networks for various reasons, not all of which may align with the vision and mission of the social innovation. The organization should be aware that networks are dynamic, interlinking and may be utilized for different purposes. Therefore, the networks need to be actively managed to ensure stakeholder expectations are assured. Key words: Social innovation, innovation, leadership and social networks, diffusion of innovation, vested interest, systems of innovation, thematic analysis