<![CDATA[Penelitian ini mengkaji inovasi program Corporate Social Responsibility (CSR) Archipelago Cancer Care Initiative (ACCI) yang diinisiasi PT Archipelago International bagi anak dengan kanker di Yayasan Lilin Pelita Kasih, Jakarta. Program ACCI dipandang berbeda dari CSR konvensional karena mengintegrasikan kompetensi inti perusahaan di bidang hospitality dan Food and Beverage sebagai medium dukungan psikososial. Penelitian menggunakan pendekatan kualitatif deskriptif dengan paradigma konstruktivisme; data dikumpulkan melalui wawancara mendalam, observasi, dan analisis dokumen terhadap enam informan dari pihak perusahaan dan yayasan, lalu dianalisis dengan model interaktif Miles dan Huberman serta konsep inovasi sosial Mulgan (2010). Hasil penelitian menunjukkan bahwa gagasan ACCI lahir dari kombinasi kebutuhan psikososial anak yang belum terpenuhi, pemanfaatan kompetensi inti perusahaan, dan kolaborasi lintas aktor (tahap Proposals); pelaksanaannya berlangsung melalui persiapan berbasis kebutuhan dan verifikasi medis (tahap Prototyping); serta menghasilkan dampak psikososial, inspirasional, material, dan advokasi sosial yang meluas ke beberapa kota (tahap Scaling). Dampak utama program terletak bukan pada bantuan material, melainkan pada pengalaman positif yang menumbuhkan semangat dan harapan baru bagi anak dengan kanker. ABSTRACT This study examines the social innovation of the Corporate Social Responsibility (CSR) program Archipelago Cancer Care Initiative (ACCI), initiated by PT Archipelago International for children with cancer at the Lilin Pelita Kasih Foundation in Jakarta. ACCI differs from conventional CSR because it integrates the company’s core competence in hospitality and Food and Beverage as a medium of psychosocial support. The research employs a descriptive qualitative approach within a constructivist paradigm; data were gathered through in-depth interviews, observation, and document analysis of six informants from the company and the foundation, and analyzed using the Miles and Huberman interactive model alongside Mulgan’s (2010) social innovation concept. The findings show that the ACCI idea emerged from a combination of unmet psychosocial needs of children, the use of the company’s core competence, and cross-actor collaboration (the Proposals stage); its implementation proceeded through needs-based preparation and medical verification (the Prototyping stage); and it produced psychosocial, inspirational, material, and social-advocacy impacts that expanded to several cities (the Scaling stage). The program’s principal impact lies not in material aid but in positive experiences that foster renewed spirit and hope for children with cancer.]]>
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