What matters in the local adaptation of Western social innovation to China: deep core beliefs, institutional boundary conditions or managerial practices?

The article tests three contextual factors, including institutional boundary conditions, core beliefs and professional managerial practices, to analyse the local adaption of a Western social innovation to China. With a case study of 23 semi-structured interviews of stakeholders in China and the Netherlands and content analysis of these data, the article aims to examine the facilitating and hindering effects of institutional isomorphism on transnational social-innovation diffusion. The results indicate that social innovations face diverse pressures of isomorphism that necessitate their capitulation to homogeneity within the environment. Some isomorphic processes within the organization, however, may counterbalance external pressures in the long run. This article contributes to a better understanding of the transnational diffusion of social innovation between two different institutional and cultural settings.