COOP-INPROJECTTITLE: SocialInnovationTrainingforVirtualWork-BasedLearningPROJECTREF.NO: 2017-1-UK02-KA202-036640

IO1:APPLIEDSOCIALINNOVATIONTRAININGCOURSEDEVELOPMENT

NEEDSANALYSISNATIONALRESEARCHREPORT:PORTUGAL

PRODUCEDBY:ISQ

ThisprojecthasbeenfundedwithsupportfromtheEuropeanCommission.Thispublicationreflectstheviewsonlyoftheauthor,andtheCommissioncannotbeheldresponsibleforanyusewhichmaybemadeoftheinformationcontainedtherein.

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TABLEOFCONTENTSINTRODUCTION 2RESEARCHMETHODOLOGYANDMETHODS 3ANALYSISANDDISCUSSION 5SUMMARYANDIMPLICATIONS 14REFERENCESANDRESOURCES 16

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1. INTRODUCTIONWhatisCOOP-IN?TheoverallaimofCOOP-INistoraiseawarenessoftheopportunitiesandchallengesinimplementingsocialinnovationatworkbydevelopingasocialinnovationtrainingkitincludingadigitaleducationgame,aself-assessmenttoolandotherlearningmaterials.Insodoing,theprojectwillworkwithvocationaleducationtrainers,businesssupportagencies,mentorsandcoachesandnetworkingorganisationstoencourageengagementwithsocialinnovationandfacilitateuseofresourcestoassistsmallandmediumenterprises(SMEs)inmovingfromideatoactioninintroducingsocialinnovation.TheprojectconsistsofsevenpartnerorganisationsfromtheUK,Cyprus,Ireland,Hungary,PortugalandSpain.WhyisCOOP-INneeded?In1985,PeterDruckernotedthat‘Todaybusinesses,especiallythelargeones,simplywillnotsurviveinthisperiodofrapidchangeandinnovationunlesstheyacquireentrepreneurialcompetence(Drucker,1985,p.132).Thirtyyearson,manycommentatorswouldagreethatthisquoteisstillhighlyrelevanttoday–theonlythingthathaschangedistherateofchange.Thisreflectsthefundamentalshiftswhichwearewitnessingineconomies,suchastheUK,asaresultoftheeconomicrecessionof2008/2009,demographicchanges,technologicaldevelopmentsandsocio-culturalshifts.Forexample,demographicchangeisleadingtogreaterageandculturaldiversitywithintheworkforceofthemajorityofbusinesses.Forthefirsttime,businesseswillhavestafffromfourdifferentgenerationswhohavedifferentmotivations,valuesandexpectationsaroundworkingpatternsandmanagementandleadershipstyles.Peoplearehavingtoworklongerandcopewithpersonalchange,suchasageing,whilstatworkratherthanduringretirement.Inturn,thiscreatesasetofdifferentlearningandskillsdevelopmentneedsandgeneratestheneedforinnovativeresponsesfrombusinessesthemselves,externalprovidersofeducationandtrainingandgovernments.Asaresult,thereisagrowinginterestintheconceptofsocialinnovation.Thiscanbedefinedas‘newstrategies,conceptsandideasthatbusinessesandorganisationscanintroducetomeetthesocialneedsofdifferentinternalandexternalstakeholders’.However,theavailableevidencebasesuggeststhatthereareanumberof“needtoknow’s”innavigatingthejourneyfromideatoactioninimplementingsocialinnovationsatwork.Whyaneedsanalysis?COOP-INwilldevelopadigitaleducationgame,asetoflearningmaterialsandaself-assessmenttooltoassistbusinessesandorganisationsinintroducingandmanagingsocialinnovationsatwork.Toensurethattheseoutcomesaredemand-led,aneedsanalysiswillbeundertakenineachpartnercountry.ThisreportsummarisesthekeyoutcomestoemergefromtheneedsanalysisundertakeninPortugal.

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2. RESEARCHMETHODOLOGYANDMETHODSTheaimofourlocalneedanalysiswascomplex:• Ononehand,wewantedtogetabetterunderstandingofouridealtargetgroup;what

typeofcompaniesandorganisationscouldmostprofitfromtheresultsoftheproject’splannedintellectualoutputs?;shouldwefurtherspecifytheoriginallyplannedbeneficiarygroup– SMEs -, concentratingon certain areasor company structure (e.g. startups)?;shouldweincludeNGOsasbeneficiariesor/andco-creators,countingontheirexperiencewithsocialissues?

• Ontheotherhand,shallwekeepinourfocuscompaniesthatarestillinexperiencedwithsocialinnovation(classicalSMEs)orshallwecreateapracticalcapacityenhancementtoolforthemoreexperienced,innovation-intensivestartupsector?

Inthissenseweaimedtoreceiveopinionsandinsightsregardingcompanies’viewonsocialinnovation fromadiversepotential target group.Weapproached various actors, thatweconsidered relevant or connecting to our topic: startups ecosystems, impact hubs, socialinnovationnetworks,importantnon-profitorganisations,smartcityassociation,SMEsfromtheareasoftourism,telecommunication,IT,propertymanagement,humancapitalandotherservices,universities (facultyof tourism),nationalbusiness chambersandassociations forinnovation,commerceandentrepreneurship,municipalities,andevenafewlargecompanieswithstronginterestoninnovation(e.g.Microsoft,Vodafone).As a starting point, we attended the above mentioned social innovation conference inNovember, 2017. Building on the gained experiences we did desk-research on the localsituation,andfinally,weapproachedthetargetcompaniesandorganisations,firstbyemailthenbyphone.Theyweresentabriefpresentationabouttheprojectgoalsandoutcomes,andaskedtofillouttheonlinequestionnaire.Wetranslatedthepartnership’squestionnaireformEnglishtoPortugueseanduploadeditontoourFreeonlinesurveys.comonlinesurveytool.Wereachedanswersfromvarioussectorsandexpertiselevelsrelatingsocialinnovation.Upuntilnowwereceived25answersthroughthequestionnaireandtwomorebymeansofface-tofaceinterviews,alltogether27answers.Nevertheless,westronglybelievethatitwillbeusefultokeeponcollectingmorefeedbacksandinterviews,aswellforthepresentproject,aswellforfuturedevelopmentsinthetopic.Companieswerecooperativeanditwasrelativelyeasytogettheminterestedinthetopic.However, they found itdifficult tounderstand thepractical goalof thedevelopment.Weneededtobreakitdowneventuallytothefollowing:• Wedevelopacomplextrainingtoolkitforcompaniesandorganisations-heretheywould

alwaysask,towhichones,whoarethemaintargetgroup?-thattheycanusefreelytoenhanceawarenessoninnovationandsocialinnovationingeneral,andtoenhancetheircapacitiesinaverypracticalway.Thetoolkitisinnovativeitself,asithasadigitalgame

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based learning element, completed by a face-to-face part which is more focused onenhancingcooperationwithintheproperteam/employees.

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3. ANALYSISANDDISCUSSION3.1 CharacteristicsoftherespondentsAsaresultofourresearchwereached25onlineanswersfromcompaniesandorganisations.Amongthesewefindactorsofvarioussectorsandareas:• Non-for-profitsector,suchasCooperativaMilacessos(itdealswithsocialinnovationin

the area of tourism, facilitating barrier-free touristic routes and easy accessibility),“Choices Program” of the High Commission of Migration (it deals with the practicalpromotion of social inclusion and cohesion), the Social Investment Laboratory of theFundaçãoCalousteGulbenkian(abovedescribed),ormunicipalities

• Highereducation,suchastheTourismDepartmentoftheUniversidadeEuropeia• Start-upincubators,suchasBeta-iandStartupLisboa• Innovationintensiveecosystems,suchSocialImpactHubandStone-Soup,LisbonSmart

CityHub• Largefirms,suchasMicrosoft,Vodafone• Chambersandbusinessassociations• SMEs,suchasRolloncell(informationandtelecommunicationsector),RosilLda(property

managementandinvestment),LXFactory,Pinto&Cruz(engineeringservices),etc.• Startupsandmicrocompaniesinvolvedorinterestedininnovationandsocialinnovation,

suchasSuperBabysitters,Weezzy,VisionBox,LXPaint,etc.Regardingthefieldofactivityofourresearchpopulation,36%oftherespondentsprovidebusinessservices,16%belongtotheeducationsector,8%topublicservices,4%towholesaleandretail,4%towellbeingandwelfare,while24%chosethe‘other’category,specifyingitastourism,travelling,social,artandentertainment,andsocialinclusion(seeFigure1).

Figure1:Natureofbusinessactivityofthesurveyedbusinesses

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36

1684

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Inwhichsectordoesyourbusiness/organisationoperate?

Businessservices

Education

Publicservices

Retailandwholesale

Healthandsocialwelfare

Other

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Asfortheorganisationsize,8respondentsrepresentmicroenterprises(outofthemsevenhas1-5employeesandone6-10),6respondentsfallintothesmallbusinesscategory(threehas11-25employees,andotherthree26-49),6responsescamefrommediumenterprise(has50-249employees,andotherthree250-499),while5answerscamefromlargecompanies,organisationsandecosystems.Mostcompanieslookbackonahistoryofmorethan4years,whiletwohasbeenrecentlyfounded(seeFigure2).

Figure2:Lengthoftradingofthesurveyedbusinesses

Ownership-wise,60%oftherespondentsbelongtotheprivately-ownedsector(15outof25),20% are publicly and 16% are community-owned organisations, besides there is onecooperative(specifiedunder‘other’).3.2 WhatisSocialInnovation?Tothequestion,‘whatdoessocialinnovationmeantoyou?’wereceiveddifferentanswers:• Lookingfornewsolutions(or"reinvention"ofsolutions/strategiesthatalreadyexist)for

socialproblems/needs.• Moreefficientandeffectivesolutionstocomplexsocialproblems• Renovation• Theyareinnovationswithsocialpurpose• Somethingthatunitespeople,goodsorservices• Compliance• Newwaysoffindingthebalancebetweencompanies/society• Newwaysofachievinginteractionandpublicparticipationinsocialcauses

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• Newideasordifferentwaysaimingtogeneratepositivesocialandenvironmentalimpact• Achieving social improvement goals through innovative and creative partnerships and

methodsthatescapethemainstream• Newproductsorservicescreatedforthecommongood• Putnewideas,strategies,conceptsandtechnologiesattheserviceofthecommunityfor

socialpurposes.• Implementationofactionsthathaveapositiveimpactonpeople'slives• Streamlinethesocialsectorwithinnovativesolutionsthatbringbenefitstothecommunity• Newformsthatinnovatethewayweactandcommunicatesocially• Find new ways to take advantage of diversity, help create a new society based on

information• Develop impact initiatives that contribute to the sustainable development of the

community• Aninteractiveandunprejudicedsocialdevelopment• Abilitytotransformthesocietyonwhichourfuturewell-beingdepends• Socialinnovationisatermthatreferstonewstrategies,conceptsandorganizationsthat

meet social needs of all kinds - fromworking conditions and education to communitydevelopmentandhealth-thatdevelopandstrengthencivilsociety.

• Facilitatingthequalityoflifefordifferentsocialstrata• Creationorimplementationofproducts/services/eventsthataredisruptive,changetheir

socialcontextandhaveameasurableandsustainableimpactThe definitions highlight the following key dimensions: impact, implementation, novelty,socialgood/development,sustainability,andpartnership/cohesion,participation.Table1belowshowsthenumberofvotesgiventothelistedterms.Formostrespondentsthepurposeofsocialinnovationseemedtobethepriority,‘themeetingofasocialneed’wasthemostimportantfactor,while‘socialproblemsolving’wasthesecondmostpopularitem.Thethirdhighestnumberof votespointedon theway thepurpose shouldbemet, ‘openandcollaborative’,‘communityspirit’and‘sustainability’.Table1:Termsassociatedwithsocialinnovation Meetsasocialneed 12(48%) Novel/new - Justdifferent - Fromideatoaction 5(20%) Effective 5(20%) Socialresponsibility 7(28%) Newnetworksandrelationships 7(28%) Socialproblemsolving 9(36%) Openandcollaborative 8(32%) Creativity - Co-creation 4(16%)

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Communityspirit 8(32%) Grassroots 6(24%) Change - Sustainability 8(32%) Developscapabilitiesandassets - Betteruseofassetsandresources 6(24%) Improvingthequalityofsocialservices - Crosssectoral 6(24%) Betterperformance - Other(pleasespecify) 13(52%)Table2belowshowsthenumberofvotesansweringthequestion,‘towhatextentdoyouagreewiththesestatements’?Table2:Thenatureofsocialinnovation Totally

DisagreeDisagree Agree Totally

Agree Social innovations are new to a sector, market or

community2 5 9 8

Social innovations are more effective thaneconomic-driveninnovations

2 10 12 1

There is a distinction between invention andinnovation

1 1 9 14

Social innovationsareexplicitlydesignedtomeetarecognisedsocialneed

2 10 9 4

Socialinnovationsarejustdoingthesamethingbutinaslightlynewway

9 10 6 0

Social innovation occurs at the interface betweendifferentsectors

0 3 13 9

Socialinnovationsaredevelopedwithandbyusers 2 3 12 8

Socialinnovationinvolvesproducersandconsumersworkingtogether

0 3 12 10

Collaboration increases the potential for socialinnovation

0 0 6 19

From theaboveanswerswecan see that there is ahighdeviationbetween theanswers,however in case of the last item there is no doubt, it received only favouring opinions.Collaborationseemstobeconsideredasoneof theutmost importantcomponentsof thetopic.3.3 Socialinnovationinbusinessesandorganisations:ProcessesandpracticesBasedontheanswerstothequestion‘thinkingaboutyourbusiness/organisation,whatisthe scope for introducing social innovation through…’ we see that the Portuguese

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respondents gave major importance to new business processes, organisational/legalstructuresandnewservicescomparedtotheotheritems(seeTable3).Table3:Scopefortheintroductionofsocialinnovation Totally

DisagreeDisagree Agree Totally

Agree Newproducts 5 5 11 4 Newservices 5 1 12 7 Newbusinessprocesses 1 2 11 10 Newmarkets 7 7 8 3 Newplatforms 2 5 8 8 Neworganisational/legalstructures 2 3 10 9 Newbusinessmodels 6 6 7 5Respecttotheformerquestionswefoundslightlyhigherstandarddeviationincaseofself-evaluatinganswerstothequestion‘howeffectiveisyourbusiness/organisationinmanagingthe following key stages in the social innovation process?’. The standard deviationwashighestincaseofproposals,yet,allinallitseemsthatthemajorityofthequestedPortuguesecompaniestendtobeconfidentabouttheirsocialinnovationeffectiveness(seeTable4).Table4:Assessmentofeffectivenessinmanagingsocialinnovation Totally

DisagreeDisagree Agree Totally

Agree Prompts (i.e. highlighting the need for social

innovation)2 8 11 3

Proposals (i.e. developing ideas for socialinnovation)

2 8 13 1

Prototyping(i.e.testingofideasinpractice) 2 4 10 7 Sustaining(i.e.embeddingideasinpractice) 2 9 9 4 Scaling (i.e. growing and spreading social

innovations)3 6 11 3

Changing (i.e. altering systems andprocesseswithothers)

3 7 9 5

We found that companies and organisations highlighted financial issues as the mostimportant obstacle of social innovation, followed by organisation culture and timemanagement and managerial attitude (see Table 5). ‘What barriers do you thinkbusinesses/organisationsfaceinimplementingsocialinnovation(s)?’

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Table5:Barrierstointroducingsocialinnovation Accesstoinformation/knowledge 8(32%) Accesstofinance 17(68%) Accesstoappropriateskillsinthebusiness 9(36%) Accesstonetworksandrelationshipsexternaltothebusiness 7(28%) Timemanagement 12(48%) Lackofideas 4(16%) Lackofexternalbusinessandskillssupport 7(28%) Lackofsupportivegovernmentregulationsandlegislation 1(4%) Accesstosupportivemanagersinthebusiness/organisation 11(44%) Thecultureofthebusiness/organisationdoesnotencouragecollaboration 13(52%) Other(pleasespecify)

1(4%)

3.4 Socialinnovation:LearningandskillsdevelopmentTothequestion‘whattypesofabilitiesandskillsdoyouthinkarethemostimportantformanagingthekeystagesinthesocialinnovationprocess?’respondentsansweredbygivingthe highest number of votes on creative problem solving skills (16), building and usingnetworks (13),andopportunity recognition (12) / resilience (12).On theotherhand, self-efficacyandperseverancewerefoundtheleastdemandedskillsinthiscontext(Figure3).

Figure3:Learningandskillsdevelopmentneedsandrequirements

4% of the quested companies/organisations review their proper strengthsand areas fordevelopmentintheabilitiesandskills(tomanagethekeystagesinsocialinnovation)ona

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12

2

8

02468

101214

Series1

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weeklybase,29%monthly,whilequarterly,bi-annuallyandyearly17%each.17%doesn’tdosuchevaluationatall.Whattoolsdoyouusetoreviewstrengthsandareasfordevelopmentintheabilitiesandskillsneeded to manage the key stages in the social innovation process in yourbusiness/organisation?• Externalteamdevelopmenttraining• Brainstorming• Teammeetings,conversationwithpartners,mentoring• SWOTanalyses(itwasmentionedby3respondents)• Various:swot,pestanalyses,mindmaps• Internalmeetings,preparationofactivityplansandactivereviewofthem• Internalmeetings• Satisfactionsurveys• Coaching,training,onlineinformation• ReportonactivitiesandaccountsandgeneralmeetingsOur respondentsacquire theabilitiesandskillsneeded tomanage thekeystages in thesocialinnovationprocessthroughface-to-faceeventsandseminarsinthefirstrow,followedbyexperienceexchange,buttheyalsoreportedonlinelearningascommonmean(seeFigure4).Digital educational gameshaven’tbeenused so farby themajorityof them,except2respondents(theyarestartups).

Figure4:Learningandskillsdevelopmentforsocialinnovation–Preferredmethods

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Basedontheanswersreceivedtothequestion,‘howusefularethefollowinglearningandskills development resources and tools inmanaging the social innovation process?’wefound thatmentoring/coaching, as well as exchanging experiences have themost credit,whilethereisscepticismtowardsdigitallearninggames(seeTable6).Table6:Learningandskillsdevelopmentforsocialinnovation–Usefulnessofdifferentmethods Totally

DisagreeDisagree Agree Totally

Agree Attendingeventsandseminars 2 9 12 2 Attendingface-to-facetrainingcourses 5 4 11 5 Accessing online learning materials and resources

(e.g.videos)1 10 9 5

Experienceexchangewithotherbusinesses/organisations

0 4 10 10

Accessingdigitaleducationalgames 7 8 9 1 Mentoringandcoaching 2 4 10 9 Other(pleasespecify)

0 3 2 4

The opinion about the below topics’ importance in a learning and training programmefocusedonsocialinnovationforbusinessesisasfollows(seeTable7).Table7:Learningandskillsdevelopmentforsocialinnovation:Suggestedtopics Totally

DisagreeDisagree Agree Totally

Agree Socialentrepreneurship 2 4 11 7 Creativity 1 5 10 9 Socialresponsibility 1 4 10 10 Collaborationmanagement 0 4 8 12 Openinnovation 0 2 10 11 Diversitymanagement 0 7 12 5 Thesocialeconomy 0 4 16 4 Networksandrelationships 1 2 9 13 Other(pleasespecify)

2 1 3 3

Portuguese respondents found all recommended topics relevant, while networks andrelationshipsofutmost importance, followedbyopen innovation.Socialentrepreneurshipanddiversitymanagementshowbiggercontroversyintermsofproandcontraopinions.2respondentsreportedtobeawareoftheEuropeanInnovationManagementStandardonCollaborationManagement(CEN/TS16555-5),22haven’theardaboutit(thesecompanies

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attendedourINMAInnovationTrainingearlierin2017,whereourtrainermadereferenceontheStandard),andonewasuncertain.52%showedfurtherinterestinco-operationwiththeCOOP-INproject.

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4. SUMMARYANDIMPLICATIONSAllthecompaniesthatweapproachedcanbepotentialusersofCOOP-IN’soutputs;howevermanyofthemrepresentarealistictargetgroupinthelocalcontext(e.g.abovementionedSMEs),whilesomeofthemhavesuchcuttingedgeknowhowandpracticalexperiencethattheymightbetterserveasreferencepointsandsourcesofcasestudiesfortheforecomingdevelopmentphases.WecouldcooperatewithGulbenkianLIS,LisbonSocialHub,startupecosystem,etc.toidentifypracticalproblemscenariosrelatingsocialinnovation,thatwecanfurtherelaborateforsimulationgamesandtoformulateproblemsolvinggamescenarios.Wehadtwoface–to-faceinterviews,onewiththemanagerofLisbonSmartCityecosystemand onewith one of the foundingmembers andmanagers of the Lisbon Social Hub.Wesummarizethekeypointsoftheinterviewsbelow,aswefindtheirviewsquitereasonableasconclusions:• Thetrainingmaterialneedstobevery-verypractical• Thereisahighriskofproducingasoftandrathertheoreticaltool,whichwon’tbeuseful

orused• Itshouldbecrystalclear,ifwedevelopthegamefortheinnovationintensivestartupsor

for more classical SMEs. The former group has considerable experience regardinginnovation (some even related to social innovation), therefore they would need anadvanced levelpracticalmaterial; incasethefocusgroup isthe latter,startupscanbeusedasco-creators,theirexperiencescanbetaken intoconsiderationandturned intobestpractices,casestudies.

• The organisation structure is very important, our tool can’t fit for medium sizedbureaucraticcompaniesandmicro-companiesaswell;nortobothNGOsandforprofitenterprises.

• Theaudittoolcouldbeusedasthefirststepofthetrainingprocess;itcouldhelpintheidentificationoftheprioritiesoftheproperorganisations,followingwhich,onceknowingtheself-auditedentity’smaingoals, itcanfocusontherelatingonlinegames(O2)andofflineexercises(O3).Laterontheself-auditwouldberepeatedorcompletedasalaststep,afterthecompletionoftheonlineandofflinetrainings.

• Theonlinegamesshouldbecategorisedandgroupedbasedoncompanypriorities.Themainpossibleprioritiesshouldbeidentified–weshouldthinkaboutthemostpracticalreasonswhydoescompaniescommitwiththeCoop-intrainingprocess?

• Thegamedevelopmentshouldbeanopeninnovationrightfromthebeginning,involvingco-creators and collaborators with practical experiences on the field, from the verybeginningtotheend.

Besidestheinterviewedexpert’sopinionwewouldliketoaddsomemorethoughtstoconcludethereport:• COOP-INhas an ideal timing;weare supportedby the growing interestof companies

towards innovation and social responsibility (according to the presentmarketing and

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branding trends it is becomingnotonly a value add, butmore andmore amust thatcompaniesneedtotakeintoconsiderationiftheywanttostaycompetitive).TheoverallEuropeanlegislative/financialframeworkissupportive(e.g.InnovationEuropeinitiative,structuralfunds).Lastbutnotleast,theuseofgamificationandgamebasedlearningisanewtrainingstrategythathasstillalottodevelop,testandtooffer;thereisagrowinginterestedindigitallearningtoolsbothintheacademicandcorporateHRfield.

• The familiarity with game based learning/digital edu-games is still low in Portugal,thereforeitscredibilityisalsoweak.Thisaspectwillneedtobetakencareof,e.g.involvingacademicpartnersinthetesting(impact,effectiveness,etc.).Wewillneedtostrengthenthemarketingandbrandingwithscientificproofsaswell(e.g.studyhighlightsfromdigitallearningrelatedresearches).

• Collaboration and networks repeatedly returned as one of social innovations mostimportantaspectinthereport;inthissense,itis‘proven’thatitmakesensetoputmajorfocusontheCollaborationManagementaspectinthegamedevelopment(e.g.throughtheStandard).

• Face-meetingsandexperiencesharingwashighlightedasoneoftheimportantevaluationandtrainingmean;weneedtobaseandbuildonthisaspectinO3,O4.Thiscanbethedrivingfocusoftheofflinetoolkit.E.g.Bitsizedface-to-facetrainingexercisesformonthlymeetings.

• Coaching and mentoring has major credibility in capacity enhancement. We need toaddress the toolkit to mentors, and eventually, make sure that the most possiblecoaching/mentoringprofessionalsknowaboutit–thiscanbeourgateandentrypointtothecompaniesandorganisations.

• Identifyingthedevelopment/innovationopportunitywasrankedinthetop.Thisaspectshouldbebuiltinourlaterproductmarketing,e.g.Mostcompaniesreportthattheskilltoidentifyinnovationopportunitiesislackedandneeded.Thisisone.

• Onceagain,wewouldliketheunderlinehowimportantitisinourviewthattheproductshouldbevery-verypractical,andinordertodoso,weneedtocollectpracticalexamples,cases,andbestpractices.Basically,continuetheworkinacollaborativesystemwiththequestedcompanies,andinvolvetheminfurtherfieldresearch.

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REFERENCESANDRESOURCESInterviewsandResearchcarriedoutincooperationwithAnnaLindaOrosz.https://gulbenkian.pt/en/project/social-investment-laboratory-laboratorio-investimento-social/http://inovacaosocial.portugal2020.pt/index.php/portugal-2020/