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Employing the sensemaking perspective, this paper aims to study the relationship between social innovation and resilience. The study highlights how sensemaking of social innovation is a process that takes place within existing social and economic representations. This study has a qualitative nature and is based on multiple case studies, which is the methodology best suited to highlight the drivers of social phenomena in specific socioeconomic contexts and which characteristics they manifest. The paper contributes to the literature along three different lines. First, it describes social innovation as the resilient outcome of sensemaking or the result of a capacity for collective reorganization following environmental, political, economic, and social disruptions. Second, it provides policymakers with a model to use to establish the intensity of social pressure and the openness of baseline social representations to change. Third, it allows policymakers to jointly observe and analyze the relationship between social representation and economic representation, highlighting the central role of firms in achieving social innovation. Although this paper presents the findings of a wide theoretical analysis, the developed model needs to be empirically tested by firms and policymakers. [ABSTRACT FROM AUTHOR]

This work aims to develop a conceptual model to support countries, institutions, and firms toward the accomplishment of present Agenda 2030 sustainability goals. The last two decades have seen a growing interest in sustainability. Climate change, resource scarcity, multipolarity of interests, mistrust and delegitimization of institutions are just some of the critical issues that need to be addressed. There is broad consensus on the urgency of generating further social, environmental, and economic innovation to address these challenges, reshaping global markets, and offering new spaces of action to firms and institutions. Accordingly, there also is a wide search for new models of organizing firms. Digital platforms are among those. Moreover, since digital platforms require coordination among multiple actors and interests in order to succeed, they may also be conceptualized as meta-organizations, less hierarchical than firms yet more tightly coupled than markets. However, despite the wide literature on platforms, this organizational lens seems not to have been taken into the right consideration. This conceptual work aims to fill this gap, providing a framework that clarifies why and how a digital platform ecosystem could configure a sustainable meta-organizational model, and also providing the main steps to build it. [ABSTRACT FROM AUTHOR]