Even when family violence rises to the level of a crime as defined by state penal code, some professionals argue that a social service approach is best suited to address this social problem.
In particular, I show how a deep understanding of the needs and aspirations of service professionals through phenomenological themes contributes to designing for social infrastructures that support continuous improvement and adaptation of the practices executed by service professionals at the service interface.
Moreover, the political party, rather than any policy network, was the key source of policy change and its role is crucial in understanding how why and how the service delivery chain was reformed and the implications for social housing tenants as a dependent social group.
This new construct positions social entrepreneurship relative to the ways organizations plan to implement social change and the degrees to which they apply business practices to do so.
This study contributes to our understanding of social identities and organizational change by illustrating how organizational change may have activated latent social identity faultlines.
