Intent to Practice: Enablers and Barriers of DEI-Driven third-place Innovation

This research examines how Diversity, Equity, and Inclusion (DEI) principles function as both enablers and barriers in the management of community-driven innovation initiatives. Through a meta-ethnography of 30 cases and empirical fieldwork in French ‘third places', we identify what we term ‘lay management': an unconventional, experience-based governance approach that reconciles strategic intentions with daily practice. Findings suggest that when DEI is integrated as a fundamental strategic orientation, it produces multi-dimensional territorial, social, and ecological value. Furthermore, the study reveals a framework of eight management enablers, such as needs-based facilitation and proximity management, and ten barriers shaping value-based innovation, including a lack of adapted management structures. Our findings contribute to strategic intent theory and innovation management by bridging organisational values with concrete practices. This offers practical insights for social economy managers, public authorities, and researchers navigating value-based innovation spaces and ecosystems oriented toward solving societal challenges.