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Most of the existing studies on maker-space focus on internal subjects (such as makers) or external factors (such as policy support, ecological environment, and more). There has been relatively little discussion on the design of a series of mechanisms of maker-space. This paper theorizes the operating mechanism for platform services, resource gathering, network connections and endogenous cultural protection for the maker-space. It uses the method of fuzzy set qualitative comparative analysis (fsQCA) to analyze data from 63 maker-spaces in Zhejiang Province. The study proposes a reasonable mechanism design scheme for maker-space. The results show that the innovativeness of a maker-space is the result of the synergistic effect of various operating mechanisms. Among them, the platform service function, the channel for gathering resources, the formal linkages, and the culture for sharing achievements are indispensable support mechanisms for maker-spaces. Two effective ways to promote innovation in maker-space are outlined: first, preventing interventions from external resource providers; second, building an inclusive culture of trial and error. [ABSTRACT FROM AUTHOR]

Social and organizational innovations are one of the most effective ways to gain social collaboration for effective, rapid, and coordinated interventions. An analysis of the relationship among organizational performance (OP), social innovations (SI) and organizational innovation (OI) in social organizations (SOs) is little discussed in the literature and much less with main component analysis. This paper is an effort to provide some empirical evidences about social and organizational innovations that social organizations in China have implemented to address the social issues of the society. A survey of Chinese SO's is conducted during beginning two months of 2022 in provinces of Jiangsu, Guangdong and Zhejiang to attain the statistics and assessing the insights of the executives of the SOs participating in this study with respect to organizational performance, social and organizational innovations. The technique used to select the sample is a non-probabilistic sampling and multiple linear regression model is applied to determine the partial impact of organizational innovations and social innovations on the organizational performance. The grouping of the variables is carried out through main components analysis. The empirical findings of the study highlight that Chinese SOs are innovative because they adopt management strategies to address the social issues associated with their institutional mission. There are four groups of derived components from organizational and social innovations based on the empirical evidence: SO's innovative activities to modify the environment; inside innovative measures to enhance SO's performance; innovative activities of SO's to enhance their relationships with outside actors; innovative measures to improve the management of SOs related to their mission and institutional projects. The findings of this study offer an efficient solution to government and policy makers for involving SOs in terms of planning of social development in China. The social and organizational innovations are very necessary to overcome the social issues so government should encourage the establishment and sustainability of social organizations. [ABSTRACT FROM AUTHOR]